Quiet Quitting: Building a Comprehensive Theoretical Framework

Abstract

In this study, we aimed to introduce the recently popular concept of quiet quitting to the organizational behavior literature. Although we have met a handful of studies on the concept, we realized that the relevant studies do not address the concept comprehensively based on any theoretical background but only one. Therefore, we conducted this study, which is still in its infancy, for further researchers to conduct it empirically within the scope of cause-and-effect relationships in the organizational behavior literature. First, we grounded the term on Social Exchange Theory, Conservation of Resources Theory, and Theory of Generations. Second, we briefly defined the term. Third, we discussed possible antecedents, expected outcomes, issues having bi-directional effects, and the ways how to deal with these issues in organizations. Finally, we proposed a conceptual model including all possible cause-and-effect hypotheses.