Quiet quitting, an emerging phenomenon reflecting employees’ psychological withdrawal from active participation and going beyond formal duties, has become a growing challenge in work environments. This study aimed to identify and comprehensively explain the antecedents of this phenomenon through a meta-synthesis approach. To this end, after a systematic search in reputable databases and a careful evaluation of qualitative studies published between January 2023 and March 2025, 15 valid qualitative studies were selected for final analysis. The qualitative data extracted from these studies were analyzed using thematic analysis and a three-stage coding process. Data analysis identified four main themes as key antecedents of quiet quitting: 1) erosion of perceived value contract; 2) failure to satisfy psychological needs and stagnation in career growth; 3) experience of negative work environment and ineffective leadership; and 4) emergence of individual reactions and reconsideration of organizational commitment. The findings indicate that quiet quitting is the result of complex interactions among individual, occupational, and organizational-managerial factors. Accordingly, a deep understanding of these dynamics can pave the way for developing effective preventive strategies and practical interventions within organizations.