„Quiet quitting” (QQ) has become a salient challenge for organizations in the post-
COVID-19 labor market, while its theoretical framing and links to organizational commitment
are discussed in a rapidly growing but heterogeneous literature. This study synthesizes
secondary evidence on the relationship between QQ and organizational commitment as
conceptualized by the Meyer–Allen model. Following PRISMA guidelines, we searched
Web of Science and Scopus using „quiet quitting” AND commitment (September, 2025).
After duplicate and format screening, 55 records entered prescreening; applying content
and access criteria, 14 studies were included for in-depth analysis. Findings consistently
indicate that affective (and, in many cases, normative) commitment is negatively associated
with QQ, whereas continuance commitment typically does not reduce the likelihood of
withdrawal behavior. Mechanisms amplifying QQ include low perceived control, work
overload/burnout, and psychological contract breach; psychological safety emerges
as a protective factor. The results align with Social Exchange Theory (SET) and the
Conservation of Resources (COR) framework, suggesting that reduced engagement functions
as a resource-protection strategy under dissatisfaction.
