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Figures

Published online by Cambridge University Press:  06 February 2025

Edited by
Felix Steffek  and
Mihoko Sumida
Felix Steffek
Affiliation:
University of Cambridge
Mihoko Sumida
Affiliation:
Hitotsubashi University
Type
Chapter
Information
Legal Innovation , pp. vii - viii
Publisher: Cambridge University Press
Print publication year: 2025
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This content is Open Access and distributed under the terms of the Creative Commons Attribution licence CC-BY-NC-ND 4.0 https://creativecommons.org/cclicenses/

Figures

  1. 1.1Digital society and capital markets

  2. 1.2Major issues in Japan

  3. 1.3Declining birth rate and ageing population in Japan

  4. 1.4Population pyramid: rapid ageing in Japan

  5. 1.5Wage difference

  6. 1.6Japanese corporations today: market cap comparison

  7. 1.7Big change in industry structure after collapse of ‘bubble economy’

  8. 1.8Price-to-book value ratio comparison: Japanese banks

  9. 1.9Venture capital environment: comparison with China and the United States

  10. 1.10Start-up company fundraising

  11. 1.11Building a venture ecosystem to support innovation

  12. 1.12Venture capital investment and entrepreneurship

  13. 1.13Innovation cycle of industry–academia collaboration

  14. 2.1Lawyers vs Case Crunch technology

  15. 2.2Artificial intelligence at work

  16. 2.3AI prediction precision and dispute resolution

  17. 2.4The robot lawyers are here – and they’re winning

  18. 2.5AI use cases for courts and parties

  19. 2.6Bias

  20. 3.1Network of relationships and interests

  21. 3.2Regulatory themes

  22. 5.1Two types of corporate seals

  23. 5.2Ideal approaches to AI governance

  24. 7.1Three effects of AI on lawyers’ work

  25. 7.2AI-enabled legal service delivery pipeline

  26. 7.3Opportunities to work in MDTs, by organisation

  27. 7.4Usage of AI-assisted legal technology, by organisation

  28. 7.5Usage of AI-assisted legal technology in MDTs, by organisation

  29. 7.6Four business models in legal services

  30. 7.7Founders’ social networks

  31. 7.8Speed of scaling up

  32. 7.9Lawyers in law firms prefer lawyers with programming skills over technicians

  33. 7.10Possible legal career paths

  34. 8.1Digitalisation of civil court procedures in Japan

  35. 8.2Digitalisation of the justice sector in Japan

  36. 8.3Access to justice as an enabler for creating prosperity and sustainable development

  37. 8.4Justiciable problems are highly prevalent

  38. 8.5The most vulnerable to legal problems – Australia Law Legal Needs Survey

  39. 8.6Legal problems affect certain disadvantaged groups more severely

  40. 8.7Share of justiciable problems for which action has been initiated in justice institutions

  41. 8.8Good country practices

  42. 8.9Justice for growth and inclusion: towards people- and business-centred justice systems

  43. 8.10Taskforce on Justice: Pathfinders for Peaceful, Fair and Inclusive Society

  44. 8.11Reports by Pathfinders on Justice in the pandemic

  45. 8.12Introduction to UNIDROIT

  46. 8.13UNIDROIT instruments

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