Purpose This study introduces and empirically validates the concept of quiet cracking – a subtle and involuntary form of psychological erosion whereby employees sustain external performance whilst internally losing motivation, emotional resilience and future orientation. The study aims to conceptualize quiet cracking as an organizationally induced phenomenon, challenging individual-centered explanations of disengagement and burnout. Design/methodology/approach Drawing upon the Job Demands–Resources and Conservation of Resources theories, the study employs a two-phase sequential design integrating organizational-level structural analysis with individual-level scale development. Phase One analyses data from 895 organizations across 45 countries using multiple regression to identify structural predictors of quiet cracking risk. Phase Two, designed for subsequent validation, develops and psychometrically tests the Quiet Cracking Scale, capturing three dimensions: emotional disintegration, loss of future outlook and silent compliance. Findings Results from Phase One reveal that company size, organizational age and industry pressure are the strongest predictors of quiet cracking vulnerability, jointly explaining 95 % of the variance in risk profiles. The findings indicate that organizational structures – not personal traits – fundamentally determine susceptibility to this form of silent disengagement. Quiet cracking therefore represents a systemic rather than individual phenomenon. Research limitations/implications Whilst based on publicly available organizational data, the study awaits employee-level validation to confirm causal links between structural predictors and psychological outcomes. Longitudinal and cross-cultural extensions are recommended. Practical implications The results provide organizations and policymakers with diagnostic indicators for identifying structural vulnerability to quiet cracking and designing preventive interventions emphasizing resource balance, psychological safety and sustainable career development. Originality/value To the best of the authors’ knowledge, this study is the first to define, operationalize and measure quiet cracking as a distinct organizational phenomenon, offering both a theoretical framework and an empirical foundation for understanding silent forms of disengagement in modern workplaces.
Balcıoğlu et al. (Thu,) studied this question.