Quiet Quitting - A Qualitative Case Study on Sweden and Japan: Developing Effective Employee Engagement Strategies

The phenomenon of quiet quitting has become popular as a major issue in the workplace, especially following the work environment shift brought by the COVID-19 pandemic. Rather than resigning, employees show disengagement by performing only what is necessary, resulting in a loss in organizational dynamics and productivity. As businesses expand globally, it is important to understand how distinct cultures experience and address this issue. Therefore, this thesis investigates what effective employee engagement strategies do Swedish and Japanese enterprises develop to counter quiet quitting. The qualitative method was used to explore this topic. The research relied on both theoretical frameworks collected by reviewing existing literature, and empirical data gathered by conducting semi-structured interviews with eight interviewees from Sweden and Japan. Based on the data and insights gathered throughout the research process, three key themes were developed: quiet quitting, employee engagement, and business culture. By returning to these themes throughout the thesis, a clear line of reasoning is maintained, contributing to a clear understanding of the research focus. The findings of this thesis show that while quiet quitting is prevalent in both countries, its manifestation and organizational responses may vary due to deeply embedded cultural factors. Effective employee engagement strategies identified in this thesis include transparent communication, effective recognition and reward systems, abundant career advancement opportunities, a strengthened sense of belonging, emphatic leadership and healthy work-life balance lifestyle. These findings enhance the understanding of how international businesses can adapt employee engagement strategies across different cultural contexts.