Remote work has shifted from an exceptional response to an established feature of organizational life, yet many practices for sustaining psychological safety remain anchored in assumptions of physical proximity, visible participation, and spontaneous interaction. This narrative review examines how psychological safety may erode and be rebuilt when remote interaction becomes routine. A structured narrative-review approach was used to integrate evidence concerning psychological safety, remote-work design, employee voice and silence, technology-mediated trust, managerial listening, and temporal team processes. The literature indicates that remote work does not exert a uniform effect on psychological safety or trust. Instead, reduced contextual cues, fragmented collaboration, channel constraints, monitoring practices, and ambiguous nonparticipation can interact with work design, prior relationships, managerial conduct, and employee circumstances. Digital silence cannot be interpreted solely from observable inactivity because non-expression may reflect fear, low perceived influence, workload, reflection, technological constraints, or channel mismatch. Trust is similarly differentiated across coworkers, supervisors, teams, and organizations. The review proposes that managerial listening should be evaluated through attention, interpretation, acknowledgment, explanation, and follow-through rather than the mere provision of voice channels. Its original contribution is a temporal synthesis in which repeated voice, silence, reception, and response episodes may gradually update expectations about interpersonal risk. The available evidence supports conditional design principles rather than a universal repair protocol. Longitudinal, multilevel, multisource, and experimental research is required to test the proposed relationships, distinguish alternative explanations, and determine when remote-work practices stabilize, weaken, or restore psychological safety.
