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E-business and organizational partnerships in Corporate Real Estate: a case study
|dc.description||Due to the character of the original source materials and the nature of batch digitization, quality control issues may be present in this document. Please report any quality issues you encounter to firstname.lastname@example.org, referencing the URI of the item.||en|
|dc.description||Includes bibliographical references (leaves 52-56).||en|
|dc.description||Issued also on microfiche from Lange Micrographics.||en|
|dc.description.abstract||E-business is transforming the business landscape and changing the roles and methods of Corporate Real Estate. In a Corporate Real Estate department in a large firm, a new and innovative strategy is used to manage their facilities - organizational partnership. This partnership is developed based on the traditional outsourcing but goes further than the old model. By focusing on closer relationships with a small number of partners, they have created an organizational partnership that adds value to all the participants. This new business model of organizational partnership raises a number of interesting questions with regard to the relationships between E-business and organizational partnerships in Corporate Real Estate. Based upon underlying theories introduced in prior studies, I hypothesize that E-business leads to organizational partnerships with closer relationships among fewer partners in Corporate Real Estate. This study examines the hypothesis in the context of a case study. The hypothesis is divided into a deductive logic chain that is composed of consequential links. Each of these links is an independent proposition that is based on the prior theories. The evidence from the case study is analyzed and used to test each of these links. The outcome of the analysis shows that E-business leads to increased importance of non-contractible factors in Corporate Real Estate, such as speed, quality, responsiveness and information sharing. These non-contractible factors in turn largely rely on the service providers' incentive to invest beyond the "letter of the contract". In order to provide incentives, Corporate Real Estate must reduce the number of service providers and develop closer relationships with them. The result is a trust-based organizational partnership. Finally, the proof of all the links leads to proof of the overall hypothesis by deduction. The findings from this study indicate that the strategy of organizational partnership helps to achieve objectives such as high quality, speed, responsiveness, and information sharing. For Corporate Real Estate groups in large firms that are greatly influenced by E-business, the organizational partnership may be a more favorable business model over traditional outsourcing.||en|
|dc.publisher||Texas A&M University|
|dc.rights||This thesis was part of a retrospective digitization project authorized by the Texas A&M University Libraries in 2008. Copyright remains vested with the author(s). It is the user's responsibility to secure permission from the copyright holder(s) for re-use of the work beyond the provision of Fair Use.||en|
|dc.title||E-business and organizational partnerships in Corporate Real Estate: a case study||en|
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