As hybrid work has become normal in the modern work environment, organizations face new challenges in managing fair work arrangements and collaboration among employees who work in different locations at different times. This study examines the relationship between perceived telework disparity and organizational citizenship behavior (OCB), with perceived unfairness as a mediator and organizational norm reinforcement as a moderator. Drawing on social comparison theory, equity theory, and previous work on telework disparities, it was hypothesized that a larger perceived telework disparity between coworkers would result in less engagement in OCB, and that this would be mediated by higher perceived unfairness. It was further expected that stronger reinforcement of norms on telework in one’s organization would buffer the negative effects of a telework disparity. Data were collected from 165 employees with the ability to telework through a single-wave survey study. Contrary to expectations, none of the hypothesized relationships were supported. However, exploratory analysis revealed that higher telework flexibility was associated with lower perceived unfairness. These findings suggest that a perceived telework disparity may not influence OCB through unfairness, but rather that more flexibility on telework may lead to more perceived fairness. The study highlights the importance of a nuanced approach to telework, and suggests that organizations should provide flexibility while taking needs from both teleworking and non-teleworking employees into account.