AI-enabled business models in legal services: from traditional law firms to next-generation law companies?
AI-enabled business models in legal services: from traditional law firms to next-generation law companies?
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DOI：
10.2139/ssrn.3418810
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发表时间：
2020-02
影响因子：
2.2
通讯作者：
J. Armour;M. Sako
中科院分区：
文献类型：
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作者：
J. Armour;M. Sako
当人工智能（AI）在法律的服务中普及时，律师事务所和法律的行业会发生什么？我们通过考虑三个相关的分析层次来解决这个问题：任务、商业模式和组织。首先，我们回顾了人工智能与任务相关的技术能力，以确定它可能取代或增强人类的环境。人工智能能够比律师更好地完成一些（但不是全部）法律的任务，并通过多学科的人工输入来增强。第二，我们确定了通过应用AI在法律的服务中创造价值的新商业模式。这些与律师事务所传统的法律的咨询业务模式不同，因为它们需要技术（非人力）资产和多学科的人力投入。第三，我们分析了补充新旧商业模式的组织结构：专业合作伙伴关系（P2）非常适合提供法律的咨询业务模式，但公司形式提供的集中管理，外部资本和员工激励似乎更适合补充新的人工智能业务模式。一些律师事务所正在尝试同时追求新的和旧的商业模式。然而，互补性的差异在商业模式组合时会产生冲突。这些冲突通过承包和隔离部分外部化，并通过纵向一体化重新调整。我们的分析表明，律师事务所将不同的商业模式与不同的组织实体结合起来的实验，沿着道德问题，将影响法律的职业成为“混合职业”的程度。
What will happen to law firms and the legal profession when the use of artificial intelligence (AI) becomes prevalent in legal services? We address this question by considering three related levels of analysis: tasks, business models, and organizations. First, we review AI’s technical capabilities in relation to tasks, to identify contexts where it is likely to replace or augment humans. AI is capable of doing some, but not all, legal tasks better than lawyers and is augmented by multidisciplinary human inputs. Second, we identify new business models for creating value in legal services by applying AI. These differ from law firms’ traditional legal advisory business model, because they require technological (non-human) assets and multidisciplinary human inputs. Third, we analyze the organizational structure that complements the old and new business models: the professional partnership (P2) is well-adapted to delivering the legal advisory business model, but the centralized management, access to outside capital, and employee incentives offered by the corporate form appear better to complement the new AI-enabled business models. Some law firms are experimenting with pursuing new and old business models in parallel. However, differences in complements create conflicts when business models are combined. These conflicts are partially externalized via contracting and segregated and realigned via vertical integration. Our analysis suggests that law firm experimentation with aligning different business models to distinct organizational entities, along with ethical concerns, will affect the extent to which the legal profession will become ‘hybrid professionals’.