Abstract
In this paper, I explore the theoretical foundation and implications of the demand side of BBLP’s advocacy model. Specifically, I show that the client pressure model draws on flawed assumptions about large law firms’ hiring and promotional structure, internal governance, and relationships with corporate clients. Efforts to increase demographic diversity in large law firms must take into account the organizational structure and external environment specific to the “big law” sector. By simply transplanting the “business case for diversity” from the corporate world, diversity enthusiasts could potentially reinforce the status quo or, worse, undermine deeper reform efforts.
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