The different forms of remote work gained more visibility by creating an alternative for organizations from different segments to continue their operations in the face of the COVID-19 pandemics, which devastated the world in 2020. Teleworking is a type of remote work, characterized by carrying out work tasks outside the organization s space. Teleworking can increase worker satisfaction, but it also can reduce the feeling of belonging to the organization, favoring social and professional isolation, especially when it happens on a full-time basis. This isolation hinders the worker s affective and cognitive bonds with their organization, that is, organizational identity. There are risks of fragmenting the organization, reducing commitment, engagement, and individual satisfaction. It can also lead to the perception that teleworkers are disadvantaged in career growth and occupying management positions. This context is aggravated by teleworking configurations, which can vary according to the decisions of each organization. For example: the intensity (full or partial teleworking), the policy that defines what can be carried out remotely, the location where the work is carried out, the support offered by the institution, the profile of the worker and their manager, among others. In this context, the objective of this research was to investigate how organizational identification in the context of teleworking is affected by the teleworking configurations defined by organizations. The interest in carrying out this investigation arose from the observation, in scientific databases, that there was no research with this approach, relating teleworking configurations combined with organizational identification in its constituent elements. To achieve this objective, qualitative research was carried out, in which 22 teleworkers were interviewed using the Social Identity Theory as a theoretical lens. The locus of the research was the Brazilian federal public administration, due to the massive use of teleworking. Data analysis was carried out using the content analysis technique, which led to the identification of nine propositions. These propositions indicate that (i) the teleworker s level of identification affects the personal characteristics that the worker describes as ideal in teleworking; (ii) regular meetings, preferably in person, positively affect identification by favoring depersonalization; (iii) flexible schedules positively affect identification by reinforcing autonomy; (iv) the greater the intensity, the greater the relevance of organizational practices for identification; (v) clear norms and adequate organizational support positively affect identification, contributing to the feeling of trust; (vi) relationships between workers and managers based on trust and low control favor identification; (vii) encouraging interpersonal relationships between workers contributes to the construction of social identity, increasing the strength of identification; (viii) characteristics of the work arrangement and teleworking relationships are mediated by the configurations of the organization s position in organizational identification and; (ix) configurations of the organization s positioning indirectly influence the construction of social identity, affecting the strength of identification. Finally, this research presents suggestions for actions to be adopted in teleworking settings by organizations and proposes opportunities for future research.