The purpose of this research is to investigate the influence of remote work on employees’ sense of belonging to the organization they work in. The study explores several aspects of remote work and organizational belonging to understand what lies beneath. To reach saturated findings we conducted a qualitative study. The method that this research applies, follows a grounded theory approach which is operated through a combination of an inductive and abductive method for developing theory. The research applicants were located in the Netherlands and Sweden with the context being given as post-COVID-19, with relation to COVID-19. The study has a total of 10 participants, all who were asked identical interview questions. The questions were designed for employees in organizations to capture their insights and recommendations on the effects of remote work on organizational belonging. Our key findings suggest that communication, managerial support, and organizational initiatives are significant in fostering organizational belonging for employees. The implications touch on managers’ responsibility and highlight their ability to promote unity, collaboration, and work-life balance for employees. The conclusion incorporates the findings to give a concise presentation of the importance of remote work dynamics, the effect of remote work on organizational belonging, and lastly, the participant’s recommendation of approaches to enhance employee sense of organizational belonging. The study contributes to understanding the complexities around remote work and its implications for organizational facility and practice, employee well-being and produced efficiency.

The present-day working setting has endured many developments over a couple of centuries.These developments have provided us with new working settings, concepts, and roles. Withthe advancements in technology and the underlying instigator of COVID-19, the remotesetting has become a commonality for many organizations. Concepts such as organizationalbelonging have grown to become a vital focus for companies and a necessity for employees.The role of the manager which was once simple and direct has become complex andmultidimensional. The rise in remote workers, full-time and hybrid, during and post-COVID19 has caught the attention of many researchers. Yet, the profound implications surroundingremote workers have been neglected. This study wants to shed light on remote workers’ senseof belonging and the factors regarding the managerial role that interplays into the mentioned.The purpose is to unfold how to effectively utilize the remote setting while creating apleasant environment for the employees. An environment directed by managerial support,interactions, and culture transmission will foster productivity, motivation, job satisfaction,and finally the sense of belonging of the employees. Lastly, this exploratory qualitative studywill through a combination of the abductive and inductive approach and a thematic analysisfathom the managerial role in remote working employees’ sense of belonging. In conclusion,this study argues that managers do have the power to shape the remote working environmentand thus, strengthen employees’ sense of belonging. Tailored supportive practices, supportiveleadership approaches, more engagement, deeper relationships, and consistent feedback andrecognition would improve the remote setting experience and belonging for the employees.