Integrated value-based business cases for CRE interventions: a challenge for practice

Purpose This paper aims to explore the design, development and implementation of business cases in Dutch Corporate Real Estate (CRE) practice, and how this relates to literature insights and directions for future research. Design/methodology/approach The study is based on a literature review, a 1.5-hour roundtable discussion with six experienced CRE-practitioners, and in-depth interviews with 12 other experienced CRE-practitioners, each lasting 60–75 min. Findings Contemporary CRE business cases extend beyond financial considerations and increasingly incorporate less tangible forms of value, such as employee satisfaction, health and well-being, flexibility, and sustainability. In the context of CRE management, business case development is closely intertwined with stakeholder management and decision-making processes. These complexities confront CRE practitioners with distinct challenges that are insufficiently addressed in the current literature. Research limitations/implications The sample consists of 18 experienced Dutch CRE-practioners. As such, the findings are not fully generasible. Fot this reason a repeat study is recommended with a larger sample, also including CRE-practioners from other countries. Other research methods such as Delphi or a survey would be interesting as well. Practical implications The findings offer practical guidance for developing more integrated, value-based business cases, and highlight areas where further actions from practitioners and researchers are needed. Originality/value Integrated, value-based business cases for CRE interventions are under-researched. To the best of the authors’ knowledge, this study is among the first to examine how Dutch CRE managers and consultants conduct and implement business cases.