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Organizational leaders and managers may not have the management acumen, organizational awareness, or leadership expertise to construct and implement effective strategies, policies, and procedures to help reduce the frequency of the phenomenon of workplace isolation. The purpose of this qualitative, exploratory, multiple case study was to gain a common understanding about how workplace isolation may influence a remote employee's performance in a customer service organization in the United States. Emerson's social exchange theory was used as the conceptual framework. A series of semistructured interviews with 21 remote workers that consisted of four different divisions at the same organization was conducted to yield thematic results. Data analysis included holistic and pattern coding. The most common understandings that emerged into themes were the need of social interaction, manager communication, and peer-to-peer interactions that had an influence on job performance. The knowledge acquired in this study can affect social change by providing insights for leaders, managers, and practitioners to create policies and strategies to improve the engagement, performance, and well-being of remote workers who may experience workplace isolation.