ABSTRACT
For law firms and their markets, the last decade has been an era of extraordinary change. A more demanding competitive environment created new opportunities and threats. Fundamental macro changes inevitably lead to micro level changes in conception of business and processes of law practices. Adaptation of law firms to this change has happened through implementation of system-oriented and process-oriented management approaches beside the knowledge of the practice of law. In this study, contemporary law practice management and legal environment trends are discussed within the scope of: business models, processes and principles, strategic planning, business development, business modeling; client relations, project management, financial management, human resources, knowledge management; and IT management.
I. INTRODUCTION
Law practıce management ıs the study and practice of business administration in the context of law, including such topics as workload and staff management, financial management, and office management1. Contrary to traditional legal conduct; as a major component of modern corporate management, management of legal issues by contemporary firms has been leaning on precautionary law approach which involves planning and taking the necessary measures in advance. As the demand for legal services increased and diversified, law firms became institutions offering services for planning, establishing and supervising the legal framework; finding solutions to problems and making sure they do not repeat.
Business Administration, which is a social science entailing corporate management, has started to integrate legal services or law practice management to its content. Furthermore, the scope of law becomes one of the features to be managed within the basis of management2. Legal services have to be compatible with the legal framework and the legal environment of the country while adopting the international standards; to be able to meet all the demands of local firms and multinational corporations that are looking to invest in foreign countries. Law practice management concept emerged as a result of the inevitable institutionalization of law practices that aim to provide high-standard services at a larger-scale.
Many traditional law practices still stick to the status quo. They are not considering adopting alternative methods of management, yet; because they are busy with serving clients and occupied with meeting their own financial targets; therefore they have no time for internal reform. It is not easy to change a wheel on a moving car3.
Law firms in Turkey face similar challenges due to ever changing local and international business landscape. The law practices that manage to adapt to the new environment and transform by adopting the novel international practices sooner than later, will have tremendous competitive advantage and thrive; or face inevitable failure. Some of the sine qua non transformations that are mainly linked to business models and financial management will be extremely challenging due to cultural prevailing business habits. The new perspective and approaches that Turkish law firms should consider are analyzed in detail below.
II. TRADITIONAL AND CORPORATE MANAGEMENT MODELS
The corporate model emerged to manage the size, scale, and complexity of the large manufacturing businesses that surfaced after the Industrial Revolution. The most distinctive structural characteristic of the corporate model is its emphasis on specialization by function with a clear separation of manufacturing, sales, marketing, and management into differentiated hierarchic functional subunits. In contrast, the departmentalization of sales and production functions, since there are no such departments, does not exist in law firms; except in some support functions4. The second structural characteristic is the strict separation of management and production roles. This separation is crucial for industrial corporations because of mass production and distribution; however law firms do not have a clear demarcation between producers and managers. Law firms have ‘producing managers’ who are the practice leaders and office managing partners who continue to practice law even though they have leadership responsibilities5. The third characteristic is the high degree of routinization and standardization, so that learning can take place formally and in academic venues. In contrast, learning of actual practice in law occurs on the job. The last and most salient feature of the corporate model is the separation of the ownership and management functions. In the corporate model, managers act on behalf of owners, not as owners. Yet in practice-based professions, like the law, the managers and owners (partners) are almost always the same6.
The appearance of traditional model goes back to the Craft and Trade Guilds of Europe7. There are no organized hierarchic structures in this model. There is a clear three tiered junior, mid level, and senior status stratification; without departmentalization. The traditional model produces practice-based services contrary to the codified service of corporate. In the corporate model, the presentation of the service to the client is equally as important as the legal essence of the service, however this is not the case for the traditional model. The only focus is the legal quality for the traditional firm. Management functions, manager and producer roles, business development, client relations, are not divided distinctively; senior staff, instead of specialists or departments, executes all these functions as a whole. Partners act as both owners and managers.
The traditional model continues to prevail in law firms as well as in other practice-based professions8. The model is well suited to the expertise-based nature of the work and the periodical nature of client needs. The technical knowledge, client relationships, and reputation are the key assets of practice-based firms. The traditional form enables firms to utilize these assets much more effectively and efficiently than the pure corporate form of organization. It develops the required expertise for the junior professionals while carrying out the client work under the supervision of seniors. The team-based work groups give the flexibility needed to assemble, dissolve, and reassemble teams based on idiosyncratic client demands. The consequence is a very efficient use of the firm’s staff which is the most important asset. Furthermore, the traditional model has persisted as the established model because it is proficient and successful in serving the clients as well. However, despite several many advantages, it is limited in its capacity. The major dilemma is that corporate model is more suitable for dealing with the size, scale, and complexity of the modern legal environment.
The traditional model is more effective “on the ground” where professionals actually serve clients and deliver service. The challenge is that as the firm grows larger or into more complex structures, it must do it without disassembling or negatively affecting the basic structure of the traditional form. It has to execute the services on the ground using most aspects of the traditional model while simultaneously managing itself at the firm-wide level using aspects of the corporate model as an ‘ambidextrous organization’9.
It is not easy to develop the skills and structure needed to be ambidextrous because of two main reasons. First, lawyers may be highly resistant to this change because they are likely to view any functional staff roles or nonproducing managers at the firm-wide level as dangerous signs of bureaucracy and useless intrusions of ‘corporate’ culture. Second, the corporate-like structure and systems may begin to get replicated thoughtlessly at the practice level and cause wasted valuable time, thereby making the traditional model less effective in meeting client needs.
Any hybrid model should carefully consider these concerns. The strategy must be developed together with the whole staff, not just by the managing partners. Every single detail matters and every individual in the organization must understand the purpose of the processes which is to offer the most competitive and satisfactory service to meet the clients’ demands.
III. STRATEGIC PLANNING, BUSINESS DEVELOPMENT, BUSINESS MODELING
A. Strategic Planning
Strategic planning is the development of the long term plans that are in line with the vision of the firm and cover the organization as a whole. Strategic planning is itinerary to follow to analyze the firm, the competition, the market, and the effects of the economic environment; and to improve growth, profitability, efficiency, and the quality of the services provided to the clients. The core aim of the strategic planning in the law firms should be to be client-focused; to make the most out of the prospective opportunities; to achieve sustainable competitive advantage through adaptive capabilities and a distinguished position.
The inputs to be used to structure the strategic plan are as follows: analysis of the current condition, current clients, current legal services, environment, threats and opportunities. After these analyses; determining the pros and cons, the objectives, the appropriate structure, the system, and the human resources will generate the necessary work flow. A committee should be in charge of the supervision of the strategic plan after it is prepared.
B. Business Development
The main steps in the business development operations are identifying the strategy, marketing, public relations and forming business relations. The main purpose is to acquire new clients and to maintain the current business effective and persistent. The advertising and marketing activities are prohibited by The Attorneys’ Act; therefore business development is performed through promotional activities and enhancing business relations. Corporate public relation activities are: organizing social events, publishing law journals, having a frequently updated web site, participating in foreign publications; and representing the firm in conferences and seminars. Publishing journals periodically, 2-3 issues annually, should be regarded as an investment in the future since continuous information flow to the current and potential client base will keep the communication alive. The law firm web site should be targeting the prospective clients and be more than just a digital business card; it must contain all the necessary detailed information about the firm; including but not limited to, contact information, areas of expertise, services, and staff10.
C. Business Modeling
One of the main reasons for the failure of law practices is the fact that it is vital to understand that the law firm is both a legal service entity and a professional business. A business model should be structured before opening a new practice or expanding the existing business to identify the target market; to estimate the cost of new client acquisition; to figure out the required technological infrastructure, human resources and other resources; and to choose the proper pricing model. A business model can be defined by how a law firm earns its fees11. The model should be an adaptive comprehensive plan, designed exclusively for the strategy, to build the framework, processes and systems of the firm.
Law firm operates in a market where it needs to compete with rival firms continuously because of the services rendered. It has to produce higher quality services compared to competitors and sustainably satisfy the clients just like any other type of firm founded with the intend to earn profits. The firm needs to build a peculiar business model to meet this requirement. Building a business model leads to institutionalization of the law firm. Institutionalization means that the organization of the firm is no longer depending on the individuals; it is imperative for any firm that wants to able to grow and operate at wider landscape12.
IV. FINANCIAL MANAGEMENT
Law practice management can effectively be applied to law firms only if the economic models of law firms are understood and two different perspectives are considered. These perspectives are the quantitative perspective with respect to the accounting’s point of view, and the qualitative perspective with respect to the managing partners’ and executives’ point of view13. For sustainable economic success, brand value and market reputation should be kept in mind for financial evaluation, along with the fiscal results.
Most of the law firms still base their billing method on the billable hour approach14. As a business, law firms generally measure financial performance based on Profit Per Equity Partner (PPEP). PPEP is the annual profit divided by the number of equity partners in the business. It derives from the work of David Maister15. There are four factors; Average Realized Rate, Leverage, Margin, Utilization; that multiply together to give PPEP.
Maister divided the four variables into two groups. ‘Health Factors’ are average realized rate and leverage; and ‘Hygiene Factors’ are margin and utilization. While the hygiene factors increase profitability by working more hours, the health factors do so by working smarter. The hygiene factors increase performance either by cutting costs (increase margin), or by making the staff work harder and harder (increasing utilization). These might bring short-term success; but in the long run by damaging the quality of services, financial performance of the firm will deteriorate. Increasing the health factors is more difficult, but it provides more sustainable financial success. The average realized rate only increases when expertise and efficiency beyond the level accessible in the market have been developed. Building these skills will deliver a superior profit performance without working harder. Education programs, development of tools and supervising processes can lead to better performance without having to work harder.
The four factors are interrelated. Changing one has an impact on the other factors. This association should be kept in mind for PPEP increase. The desired results in PPEP may not be reached by increasing just a single factor.
PPEP analysis relies on the realized outcome and some assumptions. The assumptions are; existing lawyers will be retained; legal quality and expertise will be maintained; the flow of work will continue; existing clients will be retained, new clients will be captured; services and expertise continue to be relevant regardless of the changes in the market. If any one of these assumptions falls short, the whole analysis will lose its significance.
No matter how successful a firm is from the quantitative point of view; from the qualitative point of view, a successful and profitable practice should focus on; increasing the expertise, quality and job satisfaction of the staff; differentiating the firm from the rest of the market to attain a competitive edge; winning profitable work; and delivering on the brand promise to the clients.
The financial value of the law firms should be calculated by sustainable income valuation instead of current income valuation16. Three types of capital should be considered when determining the value of the firm; human capital (i.e. key individuals in the firm), social capital (i.e. their relationships with each other and the outside world), and organizational capital (i.e. the systems, structures, and culture). Organizational capital is typically dismissed as bureaucracy or an expensive overhead, but it is in fact the fundamental factor that maintains the long-term value of the firm. Management of the practice will be more sophisticated and vigorous once the significance of the organizational capital realized17.
V. PROJECT MANAGEMENT
Operations management describes how an organization evaluates and improves the work done within the firm18. Law firms can show operational progress only by improving the quality, minimizing the prices of the services, and delivering the work on time. Project management is one of the fundamental components of operations management in today’s competitive environment. The attorneys are expected to have the necessary project management skills that include pricing the services accurately, ability to break down legal tasks into essential components, schedule deadlines and comply with them19. The inevitableness of doing more with less will favor the law firms that adopt system-oriented and process-oriented processes along with the knowledge of legal expertise20.
Specialized approaches, such as Lean Six Sigma and Theory of Constraints, are developed for project management. Furthermore; a few law firms and legal departments of companies are breaking ground by adopting these approaches21.
Lean Six Sigma approach focuses on how technology should be applied to eliminate waste, to reduce defects and to have greater client satisfaction and efficiency by means of both common sense techniques and databased tools22. The main purpose is to improve the quality and speed up the processes. The Define-Measure-Analyze-Improve-Control (DMAIC) process is at the core of Lean Six Sigma23. Only these steps ensure to create efficient work methods for services provided for clients; offer better predictability, and improve communication. The point to consider regarding the acceleration of the processes is not to forget that all stages of the service must be free of error and complete as a prerequisite. The non-value added steps within the processes should be identified and eliminated to reduce the work load and decrease costs, so that there can be more time for efficiency enhancing activities24.
VI. CLIENT RELATIONS MANAGEMENT
Client relations management is one of the most essential topics to discuss for law practice management since the primary source of income for law firms is the fee generated from the services offered to the clients. Differentiation of services and reducing the prices of services are becoming increasingly important in the contemporary competitive environment. When these issues are considered, the clients must be informed fairly; all communications should be recorded and be within the framework of professional codes of ethics25.
The most effective way to be prominent in the competitive market is the sustainable client relations and references. Lawyers need to be more accustomed with clients. In contrast, many tend to broadcast and pontificate instead of listening to what is actually on the minds of the clients they are serving26. They fail to put themselves in their clients’ shoes and see the business from the clients’ perspective. This is one of the main reasons why firms cannot differentiate the occasions when a client wants quick, rough and ready guidance rather than detailed and thorough legal analysis. The lack of empathy and the inability to listen are serious threats that damage to long- term client relationships.
It is imperative to make the clients apprehend that they are getting top quality service by informing them about the case and the file at every stage; submitting detailed case follow-up reports; preparing annotations when necessary; following the changes in the relevant laws and regulations and informing them promptly; explaining the related legal circumstances concerning the case from all perspectives.
VII. HUMAN RESOURCES MANAGEMENT
The key to have a competitive edge in a service market or a knowledge-based market is robust human resources management. It has become necessary to invest in successful attorneys and keep them in-house. Otherwise, the law firms may struggle to generate profits and succeed in the competitive market as a result of high attorney turnover. The main purpose of human resources management is to employ attorneys with superior legal knowledge skills and ensure that they stay in the firm for a long period of time. The major features of human resources management are: recruitment, orientation, notification of job description and requirements, provide an environment for education and development, conferment, performance management, motivation, and cease of employment. The strategy of the firm will be implemented effectively if these responsibilities are fulfilled successfully.
Human resource is the primary source of the law firm that provides the competitive advantage since every aspect of the business is exclusively human-based and the entire staff are intellectual workers. Law firm makes profit by means of its human capital27.
Human capital is a concept that has been used for a long time; and defines the knowledge, skills and other qualities of a person. Human capital is composed of traits a thriving employee should have; and involve idiosyncratic achievements that are consequences of personal efforts and work experiences. Human capital can make the law firm successfully competitive only if it reaches the dual knowledge level; institutional knowledge, which is generally neglected, and professional knowledge.
VIII. KNOWLEDGE MANAGEMENT
Knowledge management means attending to processes for creating, sustaining, applying, sharing and renewing knowledge to enhance organizational performance and create value28. The collective wisdom and the aggregate experience of a law firm constitute its intellectual knowledge and capital29. Organizations have gone through a profound shift, and realized the importance of knowledge as the only form of sustainable competitive advantage in the latter part of the twentieth century.
Technological innovations provided only temporary tactical advantage since competitors quickly matched innovations by means of easily accessible industry standard software and computers. Human resources acquired a much higher priority as the intellectual and knowledge component of goods and services gained importance.
Law firms have always been pure knowledge businesses, and known that the expertise and knowledge of the attorneys are the only requirements for sustainable advantage. “The only sustainable advantage a firm has comes from what it collectively knows, how efficiently it uses what it knows, and how readily it acquires and uses new knowledge30." Accordingly, unlike the industrial businesses, shifting to the knowledge economy has not caused radical changes in the law firms. However, competitive law firms that incorporated knowledge management practices, unexpectedly, had to face deteriorated financial performance at first. The main reason behind this is the fact that the revenues fell as a result of reduced billable time. Knowledge management, like many IT innovations, may be a positive contribution for individual productivity, but has produced adverse effects for the aggregate industry.
Despite the fact that the balance between knowledge management and information overload is crucial, it is often overlooked31. Technological applications make information more easily reachable and contents more extensive; however while increasing efficiency, this may be hurting productivity. The main objective of knowledge management practices should be to increase performance; and keep the clients and the staff satisfied. To be able to do this, a clear knowledge strategy must be developed and executed. Most attorneys, resulting from personal experience and professional habits, have an implicit approach to their personal knowledge management; however a documented and explicit knowledge strategy for the entire firm should be produced in line with its targets.
Many law firms believe in the “knowledge management is the same as IT” perspective, and think that knowledge management solutions can be purchased via systems and software. However, knowledge management can be administered only by changing the perspectives, processes and behaviors of the attorneys and management. Furthermore, contrary to popular belief, information sharing is just a fraction of knowledge management.
IX. INFORMATION TECHNOLOGIES
As a consequence of more prevalent technological applications, law practice management has changed radically and moved away from the traditional structure. Efficiency of the law firm has increased due to incorporated systems. It has lead to do more in less time and therefore more services can be offered.
However; scale-wise, not every law practice can afford information technologies’ (IT) investments since the cost of IT expenditures per person proportionally increases depending on the number of employees. According to the studies conducted in the US in 2015, 48% of law firms were using web based tools. Industry wise, 85% of law firms have websites; however this ratio is only 55% for small sized firms32. In 2014, only 49% of all firms have reported using law practice management software33.
Large scale law firms can have IT departments that develop software programs and supervise the systems so that they work effectively. For instance; by the help of the computer network, internal communications can be done with a low budget; by the help of the server based networks, attorneys can share the saved files on their personal computers with the rest of the staff so that there is considerable time saving for similar tasks. Security and surveillance of the files are ensured by the hardware and software used; word processors, charts and computations, presentations, case/fulfillment, real time input, billing programs, and legal framework databases make executions more timely and systematic.
X. LEGAL ENVIRONMENT TRENDS
Law practice is becoming more dependent on technology to be able to adapt to the social, economic and commercial paradigm shifts in the world. Inevitably, like all other businesses, law practices shy away from traditional habits and move towards new management systems34.
In the last two decades; elite German, French, Dutch, and US firms merge with larger firms that had stronger global practices. This progress has contributed to the emergence of the global mega law firms, best adopted by firms with long international histories that have aimed at providing global reach while serving traditionally demanding, high-end clients; like Clifford Chance, Linklaters, and Freshfields35. Furthermore, there are other law firms attaining global mega firm status; such as Skadden Arps, which has grown using a more geographically limited but highly focused strategy; and Baker & McKenzie and Jones Day, two firms that have used more steadily incremental approaches.
Competitive environment is now tougher because the legal knowledge and tools are available and adaptable through the internet; non-lawyer professionals evolved in the market to serve clients; and technological improvements made extreme efficiency and high-speed connectivity possible, and integrated software programs and systems36. Lawyers will need to adapt by beginning new solo and small-firm practices that are mobile, highly specialized, systemized, collaborative, and project based37. Professionals who can develop niche practices and unique skills to serve very specific markets over a wide geographic area will have competitive advantage and stand out.
According to a study conducted in the US; it is predicted that, over 2012-2022 period, 414,000 law graduates will be competing for only 212,000 jobs, a %48 employment level38. Consequently, number of solo and entrepreneur lawyers will match that of corporate lawyers for the next generation. Contrary to lawyers who work for corporate law practices where business administration is executed by professional managers; solo practice lawyers will need to have the management skill set as well.
Due to the more competitive environment; solo or corporate lawyers need to improve their technology knowledge and application skills in addition to their legal expertise. The risks and rewards at the intersection of law practice and IT have to be analyzed cautiously; and business development should integrate technology and processes of the profession as a whole by strictly following the strategy laid out for the entire practice.
In the light of these advances, law practice has to involve project management, office management, outsourcing management, IT management in addition to legal skills and gear in the future. Furthermore; there may be new career lines for lawyers, such as legal knowledge engineer, legal technologist, legal process analyst, legal project manager, legal management consultant, high risk manager. The traditional structure and education of the profession should be reevaluated and adapted to these changes and trends.
Professional education and training for law practice must include; developing a law firm business plan, understanding the different ways in which the law firm can be organized to deliver legal services to different markets, understanding how to analyze the market for legal services, understanding all the inputs required to deliver a high quality legal services for all types of law firm business models, and learning best practices for use of technology to avoid malpractices and stay ethically compliant. Key requirements for a twenty first century law practice management are planning, business modeling, project management and organizational management skills and outsourcing management.
XI. CONCLUSION
The corporate model and traditional law firm model are fundamentally different from each other and, in many respects, at odds with each other. However; institutionalization is crucial to be able to keep the organization vigorous for the law firm’s survival in the global and fiercely competitive market. Especially for law firms operating in Turkey, where generally partners are lawyers, owners and producing managers at the same time, the inevitable paradigm shift will be a taxing process. The change should be implemented gradually but without procrastination. For any law firm that wants to be prominent in the market, the must-haves are; following the developments globally; targeting extreme efficiency and sustainable financial stability; integrating technology into the business; but more importantly, keeping what has worked in the past, such as being in close contact with the clients and being empathetic. In the near future, all lawyers will have to be equipped with management skills as well as legal profession skills; therefore both the academic education and on the job training must involve management models and concepts for lawyers. Already a few universities in Turkey have Law Practice Management courses in their curriculum, and a number of law firms are applying some of the concepts discussed; however it is far from being sufficient.
BIBLIOGRAPHY
Frank A Urbanic, “Practice Lean! Implementing Technology-Driven Lean Six
Sigma in a Law Firm”, http://works.bepress.com/frank_urbanic/1/,
(Access Date: 11.05.2014).
Felicia Ciolfitto, “Professionalism: Practice Management”, Professional Legal
Training Course 2017, The Law Society of British Columbia, May 2017.
Jordan Furlong, The evolution of the legal services market: Stage 1, LAW21,
http://www.law21.ca/2012/11/the-evolution-of-the-legal-services-market-stage-1/,
(Access Date: 11.07.2012).
Jordan Furlong, The evolution of the legal services market: Stage 3, LAW21,
http://www.law21.ca/2012/11/the-evolution-of-the-legal-services-market-stage-3/,
(Access Date: 11.07.2012).
Joshua Poje, “Practice Management”, ABA TECHREPORT 2014,
https://www.americanbar.org/groups/law_practice/publications/techreport/2014/
practice-management.html
Joshua Poje, “Virtual Law Practice”, ABA TECHREPORT 2015,
https://www.americanbar.org/groups/law_practice/publications/techreport/2015/
VirtualLawPractice.html
Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007
Reşat Eraksoy, “Hukuk Bürosu Yönetimi - Temel İlkeler ve Uygulamalar”,
İstanbul Bilgi Üniversitesi Yayınları,2014.
Michael L. Tushman / Charles A. O’Reilly, “Ambidextrous Organizations:
Managing Evolutionary and Revolutionary Change”, California Management Review;
Summer 1996, V. 38, No.4, 1996.
Richard F. Kunkle, “Feature: Applying ‘Lean’ to the Law: Can a Customer Service
Philosophy from Manufacturing Help Law Firms Work More Efficiently?,
34 PA. LAW. 42, 44 , 2012.
Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice
Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law
Review, V.88, Issue 3, June 2013.
Lann Wasson, “An Unconventional Alliance: Lessons from a Lean Six Sigma Pilot in
Knowledge Management Conveyors of Organized Information”, INT’L L. TECH. ASS’N
24, Jun. 2011, http://www.mygazines.com/issue/34417/0
Richard Susskind, “Tomorrow’s Lawyers”, Oxford University Press, Ed. 2, 2017
Matthew Parsons, “Effective Knowledge Management for Law Firms”,
Oxford University Press, 2004.
Willian D. Henderson, “Three Generations of U.S. Lawyers: Generalists,
Specialists, Project Managers”, Legal Studies Research Paper Series,
No.19, 70 MD. L. REV. 373, 2011.
Thomas Davenport / Laurence Prusak, “Working Knowledge: How
Organizations Manage What They Know”,Harvard Business School Press, 1997.
FOOTNOTE
1 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.2.
2 Reşat Eraksoy, “Hukuk Bürosu Yönetimi - Temel İlkeler ve Uygulamalar”, İstanbul Bilgi Üniversitesi Yayınları,2014, p.2.
3 Richard Susskind, “Tomorrow’s Lawyers”, Oxford University Press, Ed. 2, 2017, p.59.
4 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xix.
5 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xix.
6 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xx.
7 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xx.
8 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xxii.
9 Michael L. Tushman / Charles A. O’Reilly, “Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change”, California Management Review; Summer 1996, Vol. 38, No.4, 1996, p.24.
10 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3,June 2013, p.778.
11 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.767.
12 Reşat Eraksoy, “Hukuk Bürosu Yönetimi - Temel İlkeler ve Uygulamalar”, İstanbul Bilgi Üniversitesi Yayınları,2014, p.28.
13 Matthew Parsons, “Effective Knowledge Management for Law Firms”, Oxford University Press, 2004, p.29.
14 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.774.
15 Matthew Parsons, “Effective Knowledge Management for Law Firms”, Oxford University Press, 2004, p.31.
16 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.6.
17 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.7.
18 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.768.
19 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.768.
20 Willian D. Henderson, “Three Generations of U.S. Lawyers: Generalists, Specialists, Project Managers”, Legal Studies Research Paper Series, No.19, 70 MD. L. REV. 373, 2011, p.389.
21 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.768.
22 Lann Wasson, “An Unconventional Alliance: Lessons from a Lean Six Sigma Pilot in Knowledge Management Conveyors of Organized Information”, INT’L L. TECH. ASS’N 24, June 2011, http://www.mygazines.com/issue/34417/0.
23 Frank A Urbanic, “Practice Lean! Implementing Technology-Driven Lean Six Sigma in a Law Firm”, p.5, http://works.bepress.com/frank_urbanic/1/,(Last Access: 11.05.2014).
24 Richard F. Kunkle, “Feature: Applying ‘Lean’ to the Law: Can a Customer Service Philosophy from Manufacturing Help Law Firms Work More Efficiently?, 34 PA. LAW. 42, 44 , 2012.
25 Felicia Ciolfitto, “Professionalism: Practice Management”, Professional Legal Training Course 2017, The Law Society of British Columbia, Mayıs 2017, p.54.
26 Richard Susskind, “Tomorrow’s Lawyers”, Oxford University Press, Ed. 2, 2017, p.77.
27 Reşat Eraksoy, “Hukuk Bürosu Yönetimi - Temel İlkeler ve Uygulamalar”, İstanbul Bilgi Üniversitesi Yayınları, 2014, p.410.
28 Matthew Parsons, “Effective Knowledge Management for Law Firms”, Oxford University Press, 2004, p.24.
29 Matthew Parsons, “Effective Knowledge Management for Law Firms”, Oxford University Press, 2004, p.4.
30 Thomas Davenport / Laurence Prusak, “Working Knowledge: How Organizations Manage What They Know”, Harvard Business School Press, 1997, p. xv.
31 Matthew Parsons, “Effective Knowledge Management for Law Firms”, Oxford University Press, 2004, p.8.
32 Joshua Poje, “Virtual Law Practice”, ABA TECHREPORT 2015, p.3 https://www.americanbar.org/groups/law_practice/publications/techreport/2015/VirtualLawPractice.html (Last Access: 11.09.2017).
33 Joshua Poje, “Practice Management”, ABA TECHREPORT 2014, https://www.americanbar.org/groups/law_practice/publications/techreport/2014/practice-management.html(Last Access: 11.09.2017).
34 Richard Susskind, “Tomorrow’s Lawyers”, Oxford University Press, Ed. 2, 2017, p.3.
35 Laura Empson, “Managing the Modern Law Firm”, Oxford University Press,2007, p.xvii.
36 Jordan Furlong, The evolution of the legal services market: Stage 1, LAW21, http://www.law21.ca/2012/11/the-evolution-of-the-legal-services-market-stage-1/, (Last Access: 11.07.2012).
37 Jordan Furlong, The evolution of the legal services market: Stage 3, LAW21, http://www.law21.ca/2012/11/the-evolution-of-the-legal-services-market-stage-3/, Last Access: 11.07.2012.
38 Richard S. Granat/ Stephenie Kimbro, “The Teaching of Law Practice Management and Technology in Law Schools: A New Paradigm”, Chicago-Kent Law Review, V.88, Issue 3, June 2013, p.761.
