This paper compares dispute-resolution behavior at a large coal mine in South Wales at two times: when the mine was run as a conventional, hierarchical organization by British Coal and, several years later, when it was bought out by the employees and converted into a worker cooperative. Synthesizing themes from law and society, organizational theory, and alternative dispute resolution (ADR) research, I demonstrate how shared ownership, flattened hierarchy, and cooperative ideology impact on disputing behavior. By changing from a hierarchical organization to a worker cooperative, the coal mine increased is level of procedural justice and transformed its dispute-resolution behavior to rely much more on informal resolution. Using qualitative methods, this research draws on 42 in-depth open interviews with miners and managers.

The extent and nature of lawyers' participation in civic life probably has important effects on the character of the community's activity and its outcomes. Where and how lawyers participate in voluntary associations may influence the ability of those organizations to function within the larger structure of American institutions.

This paper compares findings from two surveys of Chicago lawyers, the first conducted in 1975 and the second in 1994-95. Contrary to some expectations, the available evidence does not suggest that community activities of lawyers decreased. Moreover, lawyers' energies in 1995 appear to have been devoted more often to socially concerned organizations, those with a reformist agenda, than had been the case in 1975. The types of organizations with the greatest increase in activity were religious and civic associations. A smaller percentage of the respondents held leadership positions in 1995 than in 1975, but, because of a doubling in the number of lawyers, the best estimate is that the bar's absolute level of contribution to community leadership did not change greatly.

In both 1975 and 1995, a hierarchy of social prestige appears to have influenced the pattern of lawyers' community activities. Lawyers who had higher incomes, were middle-aged, were Protestants, and who had attended elite law schools were more likely to be active or leaders in most kinds of organizations. In ethnic and fraternal organizations, however, the elites of the profession had relatively low rates of participation, while government lawyers, solo practitioners, and graduates of less prestigious law schools predominated. Status hierarchies within the broader community—as well as social differences in taste, preference, or “culture”—clearly penetrate the bar.

This article is about legal mobilization by claimant groups seeking left-liberal reform in the United States. Drawing on a growing body of work in political science and legal studies, it takes an interpretive, legal-mobilization approach to one litigation-based reform effort: school finance litigation and education reform in Kentucky. In turn, this case study provides leverage for theorizing about legal mobilization and the role of law and courts in social reform. The article argues that current theoretical approaches either overlook or neglect the implications of important dimensions of legal mobilization by would-be reformers. Specifically, it highlights and explicates the meaning of two related themes: (1) legal translation, taken up here as legal framing and legal construction, and (2) the degree of coherence or fit between the legal and political components of reform projects that include both legal mobilization and extrajudicial strategies and tactics. This article suggests that the “degree of coherence” may have an important but underappreciated relationship to the overall success or failure of such reform projects.

The transition from state socialism toward market capitalism has led to an almost endless supply of new laws and legal institutions. Industrial enterprises need to adapt to this new institutional regime. In-house lawyers are well placed to be agents of change in facilitating this adjustment. Using survey data from 328 Russian enterprises, the article examines the role of company lawyers, asking whether they have fulfilled this potential. Legal expertise is not in short supply, but lawyers are marginalized within the enterprise. They focus on established, routine tasks, such as handling labor relations or drafting form contracts, rather than on shaping enterprise strategies in the newer areas created by the transition, such as corporate governance or securities law. The failure of in-house lawyers to emerge as agents of change in Russia reflects a continuation of their low status during the Soviet era and the lack of professional identity among these company lawyers.