
Kevin W. Lee is an Assistant Professor at the University of British Columbia's Sauder School of Business. He is a member of the Organizational Behaviour & Human Resources division and holds an affiliation with the Entrepreneurship & Innovation group. He was also a visiting scholar at the Harvard Business School, through the blackbox Lab of the Data, Digital, and Design (D^3) Institute.
Professor Lee's research concerns the rise of the future of work, or the recent changes that are occurring in the technical core of what workers materially produce through organizations for our economy and society. In particular, he has homed in on the question of how the workers experiencing these changes have lived through and weighed the various possible futures that could unfold and how such considerations, in turn, have informed whether and to what extent workers have accepted how their work has been changing. And consistent with these interests, a central component of his research agenda of late has been investigating how the emerging future, as recently brought about by technologies like artificial intelligence (AI), has come to threaten what workers consider to be human about their work, specifically with regard to how workers have variously thought through and navigated the possibility of losing this sense of humanness in their work. At stake has been what the future of work comes to look like: whether workers, at the extremes, accept it and help to bring it about or resist it in ways that can foil its ability to come about and be made real in how the work is structured within organizations.
Professor Lee received his PhD in Management & Organizations, with a focus on Organization Theory and a concentration in Sociology, from New York University's Stern School of Business. He received his BA from Columbia University. He began his career as a management consultant to some of Wall Street's most prominent financial institutions, witnessing first-hand their disruption by entrepreneurs and technologists at the cutting edge of the digital revolution.
Research
OVERVIEW
I am an organization theorist specializing in the sociology of work, occupations, and technology. My research interests specifically concern the rise of the future of work, or the recent changes that are occurring in the technical core of what workers materially produce through organizations for our economy and society. In particular, I have homed in on the question of how the workers experiencing these changes have lived through and weighed the various possible futures that could unfold and how such considerations, in turn, have informed whether and to what extent workers have accepted how their work has been changing. And consistent with these interests, a central component of my research agenda of late has been investigating how the emerging future, as recently brought about by technologies like artificial intelligence (AI), has come to threaten what workers consider to be human about their work, specifically with regard to how workers have variously thought through and navigated the possibility of losing this sense of humanness in their work. At stake has been what the future of work comes to look like: whether workers, at the extremes, accept it and help to bring it about or resist it in ways that can foil its ability to come about and be made real in how the work is structured within organizations.
To study these issues, I primarily use qualitative methods like ethnography and interviewing. I use these methods for a few different reasons. First, they are well-suited to studying emerging and undertheorized phenomena like the future of work. Specifically, our own immersion in the real world allows us as ethnographers to see what is happening to work and to pick up on trends that otherwise go unnoticed by scholars. Second, qualitative methods are well-suited to studying data that is subjective, highlighting the meanings that people make. My commitment to this kind of data is rooted in its analytical value, in unpacking and explaining my interests with regard to the future of work. Specifically, what the future of work looks like rests, in large part, on what it is subjectively like to live into it. Worker are likely resist a given imagination of the future of work when their experience of this future comes to be interpreted as unacceptable by the workers receiving it. Studying the subjective side of workers’ experience, then, is crucial to understanding what the future of work is like, with regard to whether workers buy into and participate in making real the future that they are experiencing. And given their ability to tap into the subjective, qualitative methods are well-suited to getting at my core concerns.
KEYWORDS
future of work and organizing
technology, innovation, & entrepreneurship
worth, evaluation, & social inequality
the lived experience of organizations & institutions
qualitative methods (e.g., ethnography, interviews)
DISSERTATION
Monsters of Our Own Creation: AI, Occupational Solidarity, and the Soul of the Future of Work
Committee: Beth Bechky (chair), Paul DiMaggio, Hila Lifshitz-Assaf, Damon PhillipsTheories on occupational communities foundationally conceived of them as sites of social solidarity, or a sense of moral obligation to others within the community, in ways that have echoed across and persisted into contemporary thought on these communities. By contrast, I saw that occupation members, rather than necessarily standing in solidarity with one another, can be inconsistent and even contradictory in whether they extend their own moral obligation to others in the community. So, how do we account for this disjuncture between our existing theories on occupational solidarity and what I observed? I saw these dynamics while studying a startup of music composers who were developing an AI that composes music. The composers at the startup initially tried to stand in solidarity with the community. They defined worth within the community inclusively to mean that they would protect the work of music composition even if it had been merely touched by a human being, designing the technology to protect and even collaborate with composers from across the community. However, they began facing a situation in which a new user, while promising to provide a return on investment on the AI, was using the AI to automate away some composers and their work. Those within the startup, in turn, began defining worth more discriminatingly, distinguishing between music that was human and thus worthy of being protected and music, as well as composers, that could be automated. And given these findings, I suggest that we need to entertain the idea of a situationalist lens on occupational solidarity, in which we bring out the role that situations play in how workers think about things like moral obligation and solidarity across their occupational community. Reshaping the underlying lens that we are taking on occupational solidarity, in turn, can help to explain why it is that occupation members may be inconsistent and even contradictory over time in their solidarity. As such, occupational communities, even if theorized as sites of solidarity which will protect their own from threats like automation, may not be. Workers may not be able to rely on their occupational communities to protect them.
Teaching
OVERVIEW
As a scholar of the future of work, I am intimately aware that we are living through an exciting, if often terrifying, era of transformation and disruption: one wracked by the rise of political populism and polarization, the passionate protest of age-old social inequalities, the alarming onset of climate change, the birth of technologies beyond our predecessors’ wildest imaginations, and a global pandemic. I experienced some of these moments of disorientation and change myself, in my own experience working at a Wall Street-based strategy consultancy being disrupted by entrepreneurs and technologists at the frontier of the digital revolution. Such transformations, among others, have augured our need for people equipped to navigate and lead our organizations, economies, and societies through unprecedented situations. I have shaped my approach to teaching with all this in mind, aiming to cultivate the leaders that I myself needed in living through the changing nature of work.
KEYWORDS
organizations
technology, innovation, & entrepreneurship
leadership
work & employment
EXPERIENCE AT UBC SAUDER
Instructor / Course Coordinator, Management & Organizational Behaviour (UG)
Instructor, Principles of Organizational Behaviour (UG)
Director, UBC Sauder OBHR PhD Program (PhD)
Executive education on topics related to the future of work
EXPERIENCE AT NYU STERN
Instructor, Management & Organizations (UG)
TF, Leadership in Organizations (MBA)
TF, Patterns of Entrepreneurship (UG)
TF, Managing People & Teams (UG)
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