Towards an Understanding of Corporate Real Estate Management Practices in Ghana

Corporate real estate is a strategic resource generally undermanaged, particularly in the global south. This study examines the current approach to corporate real estate management (CREM) within five sectors in Ghana to explore whether the approaches differ across the sectors. A questionnaire survey supplemented by semi-structured interviews and document analysis was adopted. Descriptive statistics and logistic regression were used to determine if opinions on corporate real estate management practice differ by manager level, years of experience, and sector. Findings reveals that CREM practice is reactive in the five sectors with none of the organizations having a CREM policy that recognizes its importance in organisational activities and provides a structured approach to its management. The CREM function is thus not well integrated into corporate activities in the five sectors. The research has found that CREM is reactive and unsystematic CREM and corporate activities in the five sectors are not well aligned from corporate managers’ point of view. It draws corporate policymakers’ attention to the defective approach to CREM and the need for change.