Understanding quiet quitting in SMEs

This paper provides insight into the process leading to quiet quitting in an SME context using. The research method is based on an exploratory qualitative study carried out in 12 SMEs that had experienced at least one case of quiet quitting. Two processes of quiet quitting were identified: A temporary or cyclical decline in commitment affecting optimism and hope, but preserving resilience and effectiveness; and a de facto quiet quitting resulting from deterioration in optimism and hope, followed by effectiveness and resilience. This study proposes implications to help managers and employees better understand quiet quitting and take action to avert its potentially disastrous consequences, particularly in the context of SMEs. By drawing on psychological capital theory and four resources−hope, efficiency, resilience and optimism−in particular, the authors shed light on a little explored phenomenon that is nonetheless present in many organisations: quiet quitting. Given the specific characteristics of SMEs, the authors highlight two processes, thereby improving our understanding of this phenomenon.