The management of strategic change in large law firms

Abstract

This thesis draws on neo-institutional theory and archetype theory to examine the management of change in large law firms. It presents a three-year case study of a large Australian law firm, Cook Endeavour, which has undertaken a program of strategic change. Cook Endeavour came into existence as the result of a merger between two of Australia's largest corporate law firms. Since its establishment, the new firm has sought to introduce a range of organisational changes, including a more corporate governance structure and a greater focus on its overseas business. This thesis analyses how the firm has implemented these changes and how change has unfolded at the firm. The principal focus of the thesis is on Cook Endeavour's leadership group and its 'capacity for action’, or ability to manage the change program. Through development and application of a capacity for action model, the thesis is able to analyse the leadership group's approach to the transformation of the firm and provide insights into the management of change within large law firms generally. The study also sheds light on certain other factors relevant to the study of organisational change, and, in doing so, contributes to the development of the neo-institutional model of change. The thesis demonstrates how contextual factors have provided pressure for change in the field of large Australian law firms, and how context has influenced the process of change at Cook Endeavour as well as the firm’s management of change. It also examines the interaction between power dependencies and capacity for action, both elements of neo-institutional theory. The thesis concludes by suggesting several avenues for extending this research on 'capacity for action' and on change management in large law firms.

Date of Thesis submission	2004
Original language	English
Awarding Institution	Western Sydney University
Supervisor	John Gray (Supervisor), Bob Hinings (Supervisor) & Gregory Teal (Supervisor)