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Law and Accounting Networks and Associations
when a website visitor indicates that a publication is interesting. The best-liked publications can be placed on
the website, and future users, by clicking on the article, will effectively increase its popularity.384
Networks can piggyback on LinkedIn by developing sub-networks or groups. They can also develop software
similar to Facebook or LinkedIn for their members. Using this technology, professionals build their own
groups, join others’ groups, communicate, and develop relationships based upon any criteria.385 As with any
social or business network, the relationships within the network become three-dimensional. For example, when
a member registers for the annual meeting, he/she will receive a confirmation of it from the network. They
may also receive a “thank you note” from the sponsors. The registrants’ photos and links to their resumes will
appear on the meeting roster. The roster allows the registrants to see the names of others who will be present,
creating the opportunity to set up meetings with one another. They can also automatically add others to their
list of contacts on the website. This is an organic network.
Over time, these third types of communications and information exchanges will have a profound effect on the
network.386 The professionals will now be evaluated not only because they are the primary contacts, but also
because they have particular experience and expertise.387 This will eventually elevate the status of all
professionals in the network. It accounts for the demographic changes taking place and the use of technology
by the next generation of professionals.
The same technology can be used with non-members who can become part of the network through
subscriptions to network publications. They may be able to join private groups with other outside professionals.
While the relationships will not be identical, the objective is the same: to create and encourage interaction.
The last aspect of technology is that it is not dependent on a network’s level of development. The structure of
the network does not affect the use of its technology. Of course, the more developed the networks are, the more
likely they will be to use advanced technology.
Why Networks Do Not Use Technology
384 The Lawyer magazine does this in its article emails. The most popular articles appear in a list, which then attract more readers to the articles and then
to the website. THE LAWYER, www.thelawyer.com/.
385 “This is described in DuPont’s law department use technology to create a virtual law firm, by fostering collaboration among its in-house staff, its
outside law firms, and its service providers. Although the intricacies of technology are key to this endeavor, we will focus here on the soft-and, for the
most part, unstudied and often ignored-side of technology. We will look at how companies can use technology to increase coordination, teamwork, and,
ultimately, collaboration by independent firms in support of their common client. We will offer a roadmap for corporate counsel who would like to
travel this path and describe the factors that in our experience have driven greater collaboration among corporate law departments and their outside
firms. Although the intricacies of technology are key to this endeavor, we will focus here on the soft-and, for the most part, unstudied and often ignored-
side of technology. We will look at how companies can use technology to increase coordination, teamwork, and, ultimately, collaboration by independent
firms in support of their common client. We will offer a roadmap for corporate counsel who would like to travel this path and describe the factors that
in our experience have driven greater collaboration among corporate law departments and their outside firms.
“The virtual law firm connects lawyers electronically and culturally. Through the use of applied technology, such as extranets, integrated case
management software, computerized databases, electronic invoicing software, document imaging, cell phones, personal digital assistants, and trial
presentation software, team members in different geographical locations can perform legal work efficiently and cost-effectively in a shared environment.
But this technology still depends on the human element and on the willingness of committed participants to implement and use it constructively in
furtherance of an articulated vision and clear goals. In a virtual law firm, participants must share a common culture.” DuPont Legal Model, supra note
378.
386 Van Alstyne, supra note 9, citing K. Crowston & T. Malone, Information Technology and Work Organization, in HANDBOOK OF HUMAN-COMPUTER
INTERACTION 1051-1069 (M. Helander, Ed. 1988): “IT makes the enforcement of (network) rules both easier and less necessary due to the immediacy
of feedback.”; see also J. Pfeffer, Power in Organizations, HARPER BUS. 391(1981).
387 Id., citing L. M. Applegate et. al, Information Technology and Tomorrow's Manager, HARV. BUS. REV. 128, 128-136 (1988): “Strong links can
potentially flatten organizational hierarchy first by enabling redistribution of resources, decision rights, power and control and second by attenuating
status distinctions. Cues marking age, race, gender, and dress might not accompany non-verbal communication.”; see also H. C. Lucas & J. Baroudi,
The Role of Information Technology in Organizational Design, 10 J. OF MGMT. INFO. SYS. 9, 9-23 (1994); see also S. ZUBOFF, IN THE AGE OF THE
SMART MACHINE (1988); see also J. Rockart & J. Short, The Networked Organization and the Management of Interdependence, in THE CORPORATIONS
OF THE 1990S 189-216 (M.S. Morton, Ed. 1991).
78
when a website visitor indicates that a publication is interesting. The best-liked publications can be placed on
the website, and future users, by clicking on the article, will effectively increase its popularity.384
Networks can piggyback on LinkedIn by developing sub-networks or groups. They can also develop software
similar to Facebook or LinkedIn for their members. Using this technology, professionals build their own
groups, join others’ groups, communicate, and develop relationships based upon any criteria.385 As with any
social or business network, the relationships within the network become three-dimensional. For example, when
a member registers for the annual meeting, he/she will receive a confirmation of it from the network. They
may also receive a “thank you note” from the sponsors. The registrants’ photos and links to their resumes will
appear on the meeting roster. The roster allows the registrants to see the names of others who will be present,
creating the opportunity to set up meetings with one another. They can also automatically add others to their
list of contacts on the website. This is an organic network.
Over time, these third types of communications and information exchanges will have a profound effect on the
network.386 The professionals will now be evaluated not only because they are the primary contacts, but also
because they have particular experience and expertise.387 This will eventually elevate the status of all
professionals in the network. It accounts for the demographic changes taking place and the use of technology
by the next generation of professionals.
The same technology can be used with non-members who can become part of the network through
subscriptions to network publications. They may be able to join private groups with other outside professionals.
While the relationships will not be identical, the objective is the same: to create and encourage interaction.
The last aspect of technology is that it is not dependent on a network’s level of development. The structure of
the network does not affect the use of its technology. Of course, the more developed the networks are, the more
likely they will be to use advanced technology.
Why Networks Do Not Use Technology
384 The Lawyer magazine does this in its article emails. The most popular articles appear in a list, which then attract more readers to the articles and then
to the website. THE LAWYER, www.thelawyer.com/.
385 “This is described in DuPont’s law department use technology to create a virtual law firm, by fostering collaboration among its in-house staff, its
outside law firms, and its service providers. Although the intricacies of technology are key to this endeavor, we will focus here on the soft-and, for the
most part, unstudied and often ignored-side of technology. We will look at how companies can use technology to increase coordination, teamwork, and,
ultimately, collaboration by independent firms in support of their common client. We will offer a roadmap for corporate counsel who would like to
travel this path and describe the factors that in our experience have driven greater collaboration among corporate law departments and their outside
firms. Although the intricacies of technology are key to this endeavor, we will focus here on the soft-and, for the most part, unstudied and often ignored-
side of technology. We will look at how companies can use technology to increase coordination, teamwork, and, ultimately, collaboration by independent
firms in support of their common client. We will offer a roadmap for corporate counsel who would like to travel this path and describe the factors that
in our experience have driven greater collaboration among corporate law departments and their outside firms.
“The virtual law firm connects lawyers electronically and culturally. Through the use of applied technology, such as extranets, integrated case
management software, computerized databases, electronic invoicing software, document imaging, cell phones, personal digital assistants, and trial
presentation software, team members in different geographical locations can perform legal work efficiently and cost-effectively in a shared environment.
But this technology still depends on the human element and on the willingness of committed participants to implement and use it constructively in
furtherance of an articulated vision and clear goals. In a virtual law firm, participants must share a common culture.” DuPont Legal Model, supra note
378.
386 Van Alstyne, supra note 9, citing K. Crowston & T. Malone, Information Technology and Work Organization, in HANDBOOK OF HUMAN-COMPUTER
INTERACTION 1051-1069 (M. Helander, Ed. 1988): “IT makes the enforcement of (network) rules both easier and less necessary due to the immediacy
of feedback.”; see also J. Pfeffer, Power in Organizations, HARPER BUS. 391(1981).
387 Id., citing L. M. Applegate et. al, Information Technology and Tomorrow's Manager, HARV. BUS. REV. 128, 128-136 (1988): “Strong links can
potentially flatten organizational hierarchy first by enabling redistribution of resources, decision rights, power and control and second by attenuating
status distinctions. Cues marking age, race, gender, and dress might not accompany non-verbal communication.”; see also H. C. Lucas & J. Baroudi,
The Role of Information Technology in Organizational Design, 10 J. OF MGMT. INFO. SYS. 9, 9-23 (1994); see also S. ZUBOFF, IN THE AGE OF THE
SMART MACHINE (1988); see also J. Rockart & J. Short, The Networked Organization and the Management of Interdependence, in THE CORPORATIONS
OF THE 1990S 189-216 (M.S. Morton, Ed. 1991).
78
