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Bastos, J, Batterman, S A and Freire, F (2016) Significance of mobility in the life-cycle assessment of buildings. Building Research & Information, 44(04), 376-93.
Giesekam, J, Barrett, J R and Taylor, P (2016) Construction sector views on low carbon building materials. Building Research & Information, 44(04), 423-44.
Gleeson, C P (2016) Residential heat pump installations: The role of vocational education and training. Building Research & Information, 44(04), 394-406.
Huchuk, B, Gunay, H B, O'Brien, W and Cruickshank, C A (2016) Model-based predictive control of office window shades. Building Research & Information, 44(04), 445-55.
Keenan, J M (2016) From sustainability to adaptation: Goldman Sachs' corporate real estate strategy. Building Research & Information, 44(04), 407-22.
- Type: Journal Article
- Keywords: adaptive capacity; business strategy; corporate real estate; corporate governance; resilience; property development; sustainability; organisational capacity; capacity; energy; business relationships; performance; environment; climate-change; construction
- ISBN/ISSN: 0961-3218
- URL: https://doi.org/10.1080/09613218.2016.1085260
- Abstract:
This paper is premised on a conceptual framework that attempts to draw theoretical and practical connections between sustainability, resilience and adaptation. The framework is explored through a case study of the corporate real estate (property) strategies of Goldman Sachs (a multinational investment banking and investment management company) developed over the course of the consolidation and development of its corporate headquarters. This case seeks to identify the existence and nature of the relationships by and between sustainable corporate real estate strategies, resilient operations planning and the firm's adaptive capacity. A secondary proposition seeks to evaluate whether the capacity of the firm to adapt and be resilient to changing conditions has been positively advanced by the firm's sustainable corporate real estate strategies. The findings support the proposition that these connections do exist, as well as the proposition that sustainability was promoting adaptive capacity and operational resilience. However, it remains an open question to what extent these practices and capacities are deterministic of one another. This paper sets the stage for future research that seeks to measure and model organizational adaptive capacity and to understand the potential co-benefits that may serve the interests of firms who struggle to rationalize the costs of sustainability.;This paper is premised on a conceptual framework that attempts to draw theoretical and practical connections between sustainability, resilience and adaptation. The framework is explored through a case study of the corporate real estate (property) strategies of Goldman Sachs (a multinational investment banking and investment management company) developed over the course of the consolidation and development of its corporate headquarters. This case seeks to identify the existence and nature of the relationships by and between sustainable corporate real estate strategies, resilient operations planning and the firm's adaptive capacity. A secondary proposition seeks to evaluate whether the capacity of the firm to adapt and be resilient to changing conditions has been positively advanced by the firm's sustainable corporate real estate strategies. The findings support the proposition that these connections do exist, as well as the proposition that sustainability was promoting adaptive capacity and operational resilience. However, it remains an open question to what extent these practices and capacities are deterministic of one another. This paper sets the stage for future research that seeks to measure and model organizational adaptive capacity and to understand the potential co-benefits that may serve the interests of firms who struggle to rationalize the costs of sustainability.; This paper is premised on a conceptual framework that attempts to draw theoretical and practical connections between sustainability, resilience and adaptation. The framework is explored through a case study of the corporate real estate (property) strategies of Goldman Sachs (a multinational investment banking and investment management company) developed over the course of the consolidation and development of its corporate headquarters. This case seeks to identify the existence and nature of the relationships by and between sustainable corporate real estate strategies, resilient operations planning and the firm's adaptive capacity. A secondary proposition seeks to evaluate whether the capacity of the firm to adapt and be resilient to changing conditions has been positively advanced by the firm's sustainable corporate real estate strategies. The findings support the proposition that these connections do exist, as well as the proposition that sustainability was promoting adaptive capacity and operational resilience. However, it remains an open question to what extent these practices and capacities are deterministic of one another. This paper sets the stage for future research that seeks to measure and model organizational adaptive capacity and to understand the potential co-ben fits that may serve the interests of firms who struggle to rationalize the costs of sustainability.;
Marsh, R (2016) LCA profiles for building components: Strategies for the early design process. Building Research & Information, 44(04), 358-75.
Vimpari, J and Junnila, S (2016) Theory of valuing building life-cycle investments. Building Research & Information, 44(04), 345-57.