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Lawyers create and apply knowledge for clients, and law firms are the paradigmatic vehicle for delivering that knowledge. Lawyers typically form firms by partnership, where all the members agree to enjoy the profits or suffer the losses. These are usually flat-profiled organizations composed of partners (owners), associates (employee attorneys), and staff. Other firms may be run as franchises or as more hierarchical and autocratic structures. Some law firms can trace their histories for hundreds of years. For example, Freshfields in London became solicitors to the Bank of England in 1743. However, some countries, such as Greece, have only allowed the formation of law firms since the 1990s; and in other countries, such as England and Wales, parts of the legal profession, such as barristers, prohibit the creation of law firm partnerships.

Law firms obviously come in many shapes and sizes. In the late twentieth century, one could characterize the legal profession by the growth of corporate mega–law firms. They measure their lawyers in the thousands and have scores of offices around the world. Although they are primarily an AngloAmerican phenomenon, mega–law firms are also taking root elsewhere in the world.

Professional service firms have developed portfolios of resources, which use many different types of skills. This has been particularly apparent in accounting and consultancy services. Law firms are beginning to move in this direction, also, but courts and some regulators are less than enthusiastic.

History

Historians cannot assign any definitive origin to law firms, but they have found records of twoand threeman partnerships existing in England in 1780. The great majority of lawyers, however, were solo practitioners. Industrialization was one of the main incentives for the development of law practice in both the United States and Europe. Landed gentry began to exploit their latent natural resources, which brought lawyers into the business of creating businesses and raising finances for them. Big enterprises, such as the formation of the railroads, demanded an array of legal skills in finance, corporate structure, and bankruptcy, which lawyers were able to offer.

Permissive and facilitative legislation, such as the British Joint Stock Companies Act of 1856 and the Limited Liability Act of 1855, fostered the spirit of enterprise. Regulation was limited and fraud rife. The City of London became a hive of inventive activity as investment trusts were born and foreign bonds issued. As railways extended their lines, law firms were involved in forming companies, acquiring land, petitioning Parliament, and resolving contract disputes. For example, the London firm of Norton Rose maintained twenty-three railway company accounts between 1848 and 1878. These law firms had small numbers of partners; two or three were the norm. However, they buttressed their activities with large numbers of clerks, who were unqualified men, at ratios of partners to clerks of one in twenty to one in one hundred. The railway business gave lawyers considerable experience in risk management, investment strategy, and trust administration, both in England and abroad.

Nineteenth-century New York City was the true birthplace of the modern law firm. Both legal education and law firms transformed themselves to become meritocratic and rational. Law schools did this by adopting the case method devised by Christopher Columbus Langdell (1826–1906) at Harvard. Paul Cravath (1861–1940) evolved his law firm organically by selecting partners from the finest associates trained within the firm.

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