研究結果發現：(1)組織文化對於安靜離職具有負向影響；(2) 組織文化對於心理契約履行具有正向影響；(3) 組織文化對於情感性組織承諾具有正向影響；(4) 心理契約履行對於情感性組織承諾具有正向影響；(5) 心理契約履行對於安靜離職不具有影響；(6) 情感性組織承諾對於安靜離職具有負向影響；(7) 組織文化對於安靜離職具有負向影響，而心理契約履行以及情感性組織承諾在其中具有序列中介效果。;Previous studies have identified various key factors for stable business growth, such as improving processes, strengthening financial resilience, continuous innovation and research and development, and precise marketing strategies. However, if we take a longer-term perspective, the key to building a long-lasting business lies in an invisible organizational culture, which can withstand environmental fluctuations and turnover of talent. This highlights the importance of building a constructive organizational culture. As generations change, the values and lifestyles that used to dominate are gradually evolving, especially since the outbreak of Covid-19, which has accelerated the reexamination of work and life. The concept of work-life balance is shifting towards work-life integration, and more and more workers are embracing new values. This presents new employee status challenges for managers in the post-pandemic era. This study focuses on organizational culture and explores the impact of the degree of organizational culture development on quiet quitting among employees. Furthermore, it examines the operating mechanism of constructive culture on employees′ perceptions and commitments by using psychological contract fulfillment and affective commitment as sequential mediating variables. A total of 341 valid questionnaires were collected through online random sampling of Taiwanese full-time employees. The results indicate that: (1) organizational culture has a negative effect on quiet quitting; (2) organizational culture has a positive effect on psychological contract fulfillment; (3) organizational culture has a positive effect on affective commitment; (4) psychological contract fulfillment has a positive effect on affective commitment; (5) psychological contract fulfillment does not affect quiet quitting; (6) affective commitment has a negative effect on quiet quitting; (7) organizational culture has a negative effect on quiet quitting, and psychological contract fulfillment and affective commitment have a sequential mediating effect on this relationship.
