Quiet quitting has garnered considerable attention from management scholars in recent years. This exploratory research adopts a question-driven, phenomenon-based approach to conceptualize quiet quitting, understand its overlap with related constructs, and uncover its antecedents and consequences. Using topic modeling [1] in Study 1 and qualitative content analysis of open-ended employee surveys in Study 2, we define quiet quitting and identify its key dimensions, along with its antecedents and consequences. These dimensions are then compared with existing workplace constructs previously identified by human resources and organizational behavior scholars to determine whether quiet quitting represents a novel phenomenon. Our paper concludes with a discussion of its theoretical contributions and suggestions for future research directions.
