Case Study: Should Some Employees Be Allowed to Work Remotely Even If Others Can’t?

An Oklahoma-based energy company grapples with its return-to-office plan.

by

Mark C. Bolino

and

Corey Phelps

by

Mark C. Bolino

and

Corey Phelps

From the Magazine (January–February 2023)

Anuj Shrestha

Summary.

More than 3,000 office workers at an oil and gas company in Oklahoma City have been telecommuting since the start of the Covid-19 pandemic. Many of them love the arrangement, and the freedom to work remotely is also a big draw for new hires. But there are downsides: Employees who have to be on-site in the oil fields and on drilling rigs are resentful; collaboration and knowledge transfer are more challenging; costly office space is going unused; and local businesses are suffering because of the emptiness of the downtown core. The company’s CEO must decide: Should we mandate a return to the office for everyone? This fictional case study features expert commentary by Logitech’s Bracken Darrell and Spotify’s Katarina Berg.

Sean Lewis, the CEO of Vallia Energy, stared at the message screen on his phone and prayed for three little dots.

A version of this article appeared in the January–February 2023 issue of Harvard Business Review.

MB

Mark C. Bolino is the David L. Boren Professor and the Michael F. Price Chair in International Business at the University of Oklahoma’s Price College of Business. His research focuses on understanding how an organization can inspire its employees to go the extra mile without compromising their personal well-being.
CP

Corey Phelps is the dean, the Fred E. Brown Chair of Business, and a professor of entrepreneurship and strategy at the University of Oklahoma’s Price College of Business. His research explores how organizations innovate, grow, and adapt to changing competitive conditions.

Case Study: Should Some Employees Be Allowed to Work Remotely Even If Others Can’t?

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