In recent years, the concept of quiet quitting has emerged as an important topic in management and especially organizational behavior literature. The phenomenon of quiet quitting, although recently popularized in the media and online platforms, is not a new concept but a contemporary description of a long-standing form of apathy in the workplace. Particularly prominent towards the end of the COVID-19 pandemic, during and after the so-called “big resignation” period, quiet quitting reflects a growing apathy among employees towards work and the organization. This apathy is expressed by employees simply performing the minimum necessary tasks without investing additional time, energy or emotional commitment to their role. Contrary to its name, quiet quitting does not imply a true resignation, but rather emphasizes a psychological withdrawal from organizational life. Based on an extensive literature review, this study aims to provide a theoretical framework for understanding the dynamics of quiet quitting. To this end, it examines the links between quiet quitting and concepts such as organizational commitment, motivation, job satisfaction, role ambiguity, burnout, and existing concepts such as equity, expectancy, dual factor and social exchange theory. The findings suggest that quiet quitting is not only a personal or behavioral problem but is deeply embedded in organizational and managerial dynamics. Factors such as poor leadership, lack of recognition, limited career development opportunities, and toxic workplace culture are frequently cited as root causes of this behavior. In conclusion, this research contributes to a deeper understanding of quiet quitting, highlighting its multidimensional nature and its relevance to broader organizational and social changes. By encouraging leaders and practitioners to create a more inclusive, supportive and motivating work environment, it calls for a reassessment of management practices. It is also intended to provide a foundation for future empirical research and practitioners.