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For many years, remote employees were frequently perceived as less dedicated and less powerful than their in-office counterparts. However, recent findings indicate that the workplace hierarchy is transforming—and that distributed teams may experience greater equality than previously.
A research article published in Organization Science by scholars from the University of Michigan, Stanford University, and the University of Toronto reveals that the entrenched “second-class citizen” image associated with remote workers can diminish when organizations implement innovative practices for managing distributed teams.
The investigators examined interviews and observations in remote organizations and uncovered a remarkable pattern: When everyone operates separately, the traditional in-person paradigm loses its influence.
“Our research indicates that firms can create a level playing field not by purchasing new instruments, but by leveraging the technology they already possess to transcend an office-focused culture,” stated co-author Justin Berg, associate professor of management and organizations at the U-M’s Ross School of Business.
Prior to the COVID-19 pandemic mandating a complete shift to remote operations, remote workers were often seen as less visible and less engaged compared to their colleagues at headquarters. They were frequently excluded from gatherings, missed spontaneous conversations, and faced hurdles accessing information.
“Often, you’re the last to be informed about specific matters,” commented a remote employee who participated in the study. “Everyone else is in the office together. And many things happen informally in the office, such as last-minute meetings or sharing of information … so you’re definitely left out.” Another participant recounted being left out of an important leadership event she should have attended but was unaware of its occurrence.
Such perceptions solidified workplace hierarchies: Employees at headquarters held more sway, while remote personnel were marginalized.
When the pandemic closed physical workplaces, the bias dissipated. With no offices to revert to, companies had to reconstruct how employees communicated, exchanged knowledge, and cultivated relationships.
Rather than creating entirely novel technologies, the transition stemmed from utilizing existing tools in new ways. Three particular practices emerged as noteworthy:
- Asynchronous communication: Teams began depending less on immediate reactions and more on adaptable conversations through chat, recorded videos, and shared platforms. This alleviated the pressure to always be “on” and provided remote employees with more equitable standing.
- Documented work processes: Organizations focused on better documenting tasks, decisions, and progress. Shared archives and project management tools ensured that all members had access to the same information, irrespective of their location.
- Digital socializing: Companies implemented structured online opportunities for informal interaction—the virtual equivalent of watercooler discussions. This fostered connections that previously were exclusive to in-person staff.
These modifications dismantled what the authors refer to as the “in-person default culture,” creating a more inclusive working environment. Employees who had long operated outside headquarters noted feeling less stereotyped, less marginalized, and more justly treated.
For numerous employees, the change was significant. One worker remarked that she no longer worried about missing “huddle talks” since everyone was now sharing updates in collaborative documents and Slack. Another felt more included due to virtual book clubs, happy hours, and even playful Slack channels like Throwback Thursday.
The psychological impact was as crucial as the logistical one. Employees felt a greater sense of respect, which, in turn, enhanced collaboration and interpersonal relationships.
The prevalence of remote work surged dramatically since 2019, when merely 7% of U.S. paid workdays were conducted remotely. By 2025, that number rose to 26%, with hybrid work emerging as the second-most prevalent arrangement following full-time office employment.
As hybrid work has become more widespread, the research emphasizes what is at stake if organizations revert to past practices. If physical presence becomes the norm again, remote employees may find themselves relegated to the periphery.
“It’s not about compelling everyone back or confining everyone at home,” Berg noted. “The primary challenge lies in ensuring that access, visibility, and opportunities are not dependent upon one’s physical location.”
The insights add depth to ongoing discussions about the future of work, he added. As companies continue to navigate the hybrid work model, this study highlights that the strategic utilization of technology will be essential in cultivating a fair and collaborative workplace for all.
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