Les cabinets d'avocats, des entreprises comme les autres ? Analyse de la structure organisationnelle des cabinets d'avocats. Etude de cas.

Abstract

In Belgium, lawyers practice their profession more and more in groups, in the form of associations. As law becomes increasingly complex, a "generalist" lawyer working alone can no longer meet all the needs of his or her clients.

However, can we really say that these associations function like enterprises? What organizational form do they take, given the particularities of the law profession (independence, ethics, non-commercial remuneration)?

This work first analyses the organizational configuration of law firms as developed by Weber (1920), Waters (1989), and Lazega (1990, 1993, 1999, 2001, 2004). Two major issues are then examined: the integration of partners (Lazega, 1992; Wallace, 1995; Bessy 2010, 2016) and knowledge management (Lazega 2001, 2004; Michel, 2001; Gottschalk, 2002; Grimand, 2006; Monnier, 2008).

Lastly, the lessons learned from this literature review are compared with a specific case: a midsize law firm in Liège (20-30 lawyers). This study is based on participant observations and interviews of the lawyers involved.

The collected findings are then discussed and several recommendations are made.