This paper employs Axel Honneth’s recognition theory to interpret ‘quiet quitting’ – the practice of limiting work efforts to contracted requirements – as a strategic response by workers facing misrecognition in their work environment. Honneth argues that misrecognition in any one of three social spheres (the family, political society, and the workplace) constitutes disrespect and causes psychological harm. While Honneth contends that experiences of disrespect tend to motivate collective “struggles for recognition,” we suggest that quiet quitters present an alternative response (...) to disrespect, individually seeking recognition in other social spheres rather than engaging in collective action. Further, we draw on Honneth to suggest that the contemporary “entrepreneurial” work ethic – the widespread expectation that workers invest emotionally in their work role – can in practice undermine workplace recognition, contributing to quiet quitters’ compensatory emphasis on recognitive relations outside of work. This recognition-theoretical approach extends current discussions around quiet quitting and yields valuable insights for management theory and practice regarding the critical role of genuine employee recognition in promoting individual well-being and meaningful work experiences. (shrink)