The globalization of law firms: managerial issues

Abstract

Purpose

To identify and discuss the changes arising within very large law firms from the pressure to provide global services and the issues for firms in implementing cross‐border integration.

Design/methodology/approach

The research is qualitative, case‐based and exploratory, using a piloted topic guide. The study is of very large UK “City” law firms (i.e. those operating in over 20 countries) using in‐depth semi‐structured interviews with: managing partners, senior partners, partners and associates at “City” law firms, clients, US lawyers in London and non‐legal professionals. Data are triangulated with information from trade press, trade associations and firm reports.

Findings

Identification of managerial issues of global integration common to law firms interviewed. These include: a shift to a “managed” firm and decline in professional autonomy; post‐acquisition integration and merger process issues; operationalization of global practices (such as common technology platforms, common systems practices, common human resources management practices and cross‐border intra‐firm working relationships) to achieve consistency throughout the integrated firm.

Research limitations/implications

Data set is derived from UK firms only and dependent on respondent views. Findings indicate that law firms have become less distinctive and more like other service businesses.

Practical implications

The paper identifies the processes by which consistent cross‐border service to the client may be achieved within globally integrated firms.

Originality/value

Law is an under‐researched industry. This research adds to knowledge of the legal services industry; explores globalization in a professional service firm context; extends the global strategy literature into the services domain. This is also one of the few papers on law firms based on primary data.

Citation

Segal‐Horn, S. and Dean, A. (2007), "The globalization of law firms: managerial issues", International Journal of Service Industry Management, Vol. 18 No. 2, pp. 206-219. https://doi.org/10.1108/09564230710737835