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Amidst the global COVID-19 pandemic, telework (remote work) has become a widespread practice adopted by companies worldwide. However, Japan has notably maintained a low rate of telework implementation, suggesting cultural factors hindering its adoption. This study aimed to elucidate the antecedents and consequences of teleworking in Japan. Leveraging the natural experiment created by the COVID-19 pandemic, we addressed two key questions: (1) What socio-psychological factors in Japanese workplaces were important for implementing telework in the first place? and (2) How did the implementation of telework subsequently influence socio-psychological factors in these workplaces? Employees from various Japanese companies completed three waves of an online survey before and during the pandemic. Results showed that telework was more likely to be implemented in organizations characterized by a meritocracy. Results also showed that the implementation of telework demonstrated no measurable negative effects but instead increased levels of independence, organizational commitment, and perceived hierarchy mutability.