The COVID-19 pandemic represents a period in which radical changes occur socially, culturally and economically. In particular, businesses that form the basis of economic development had to take some decisions to reduce the speed of the epidemic, and for them, this period was the turning point of the changes in the working culture. These changes have caused the connection between employers and employees to be broken and employees to feel the burnout syndrome more. They also led to the emergence of “quiet quitting”, one of the popular concepts in the literature. The concept of quiet quitting, which means that the employee only performs the duties included in the job description and does not go beyond it, represents a quiet rebellion as a result of the employee's inability to receive an answer to their demands. With the transition to the information society, there are opinions that the quiet quitting of the employees, who are seen as a competitive advantage for the enterprises, will cause negative effects. Therefore, it is a critical concept that both businesses and managers should consider. In this direction, the aim of the research is to theoretically analyze the concept of quiet quitting, which has recently entered the working culture, based on the document analysis method. Another aim is to provide a better understanding by drawing the boundaries of this concept in line with the sources in the international literature. The fact that there has been no study on this concept in the national literature reveals the original value of this study.