Workplace communication in remote-based teams: a media richness approach

Purpose As remote and hybrid work arrangements continue to shape contemporary organizations, understanding how communication functions within remote-based teams remains critical. This study examines how workplace communication in remote teams differs from in-person contexts, explores experiences of disconnection, and identifies opportunities for improving communication practices. Design/methodology/approach Guided by Media Richness Theory, the study employs an exploratory mixed-methods design. Data were collected through an anonymous online survey of remote workers (n = 29) that included both closed-ended items and open-ended questions. Quantitative data were analyzed descriptively, and qualitative responses were analyzed using inductive thematic analysis. Findings Results indicate that remote workers rely on a combination of traditional media, messaging applications, and video conferencing, with channel preferences shaped by task demands and relational context. Qualitative findings reveal that communication quality, particularly clarity, responsiveness, and leadership communication practices, plays a central role in shaping perceived connection and effectiveness in remote teams. Communication autonomy also emerged as an important factor influencing engagement and well-being. Practical implications The findings suggest that organizations should move beyond one-size-fits-all communication policies and instead emphasize clear expectations, strategic channel use, leadership communication practices, and employee autonomy to strengthen communication and engagement in remote teams. Originality/value This study contributes to corporate communication research by applying Media Richness Theory to contemporary remote-work contexts and highlighting conditions under which communication practices support connection and effectiveness in distributed teams.