Study (PDF): Virtually Even: Status Equalizing in Distributed Organizations
For years, employees who worked remotely were often regarded as less committed and less influential than their office-bound peers. But new research suggests that hierarchy is shifting-and that distributed workforces may feel more equal than before.
A study published in Organization Science by researchers from the University of Michigan, Stanford University and the University of Toronto finds that the long-standing “second-class citizen” stigma attached to remote workers can weaken when organizations adopt new practices for managing distributed teams.
The researchers analyzed interviews and observations in distributed organizations and identified a striking trend: When everyone works apart, the old in-person default loses its power.
“We found that companies can level the playing field not by buying new tools, but by strategically using the technology they already have to move beyond an office-centric culture,” said co-author Justin Berg, associate professor of management and organizations at the U-M’s Ross School of Business.
Before the COVID-19 crisis forced companies to operate entirely at a distance, remote employees were often viewed as less visible and less serious than colleagues in headquarters. They were left out of meetings, missed informal exchanges and struggled to gain access to information.
“A lot of times you’re like the last to know about certain things,” said one remote worker interviewed for the study. “They’re all in the office together. And what happens in the office are a lot of impromptu meetings or information sharing … and so you’re definitely missing out on that.” Another recalled being excluded from a leadership event she should have attended but never knew was happening.
Those perceptions reinforced workplace hierarchies: Employees at headquarters wielded more influence, while remote staff were sidelined.
When the pandemic shut offices, the bias collapsed. Without physical offices to default to, companies had to reinvent how people communicated, shared knowledge and built relationships.
Rather than developing entirely new technologies, the shift came from using existing tools differently. Three practices in particular stood out:
Asynchronous communication: Teams began relying less on immediate responses and more on flexible exchanges through chat, recorded video and shared platforms. That reduced the pressure to always be “on” and gave remote staff more equal footing.Codified work processes: Organizations invested more in documenting tasks, decisions and progress. Shared repositories and project management tools ensured everyone had the same information, no matter their location.Virtual socializing: Companies introduced structured online opportunities for casual interaction-the digital version of watercooler talk. This created bonds that previously only in-person staff could enjoy.
These changes dismantled what the authors call the “in-person default culture,” replacing it with a more inclusive way of working. Employees who had long worked outside headquarters reported feeling less stereotyped, less excluded and more fairly treated.
For many employees, the difference was profound. One worker said she no longer worried about missing “huddle talks” because everyone was now posting updates in shared documents and Slack. Another described feeling more included thanks to virtual book clubs, happy hours and even lighthearted Slack channels like Throwback Thursday.
The psychological effect was just as important as the logistical one. Employees felt more respected, which in turn strengthened collaboration and relationships.
Remote work has grown dramatically since 2019, when only 7% of U.S. paid workdays were remote. By 2025, that figure had reached 26%, with hybrid work becoming the second-most common arrangement after full-time office work.
Now that hybrid work has become common, the research highlights what is at stake if companies slip back into old habits. If office attendance once again becomes the default, remote employees may find themselves pushed back to the margins.
“It’s not about forcing everyone back or keeping everyone home,” Berg said. “The real challenge is ensuring that access, visibility and opportunity don’t depend on where someone sits.”
The findings add nuance to ongoing debates about the future of work, he said. As companies continue to navigate hybrid work, this study underscores that the strategic use of technology will be critical in fostering a fair and collaborative work environment for all.
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