<![CDATA[Quiet quitting, the tendency of employees to limit their work effort to the minimum requirementsof their role, has become a salient human resource management (HRM) issue since 2022. In serviceorganizations the problem does not stay inside the firm, because frontline employees are where thefirm meets its customers. Yet quiet quitting research has grown mainly within HRM, while internalmarketing and customer-oriented behavior are studied within service marketing. This article bringsthe three streams together through an integrative literature review of 37 articles published in reputable journals between 2021 and 2026. The synthesis addresses three questions: how internalmarketing may prevent quiet quitting, how quiet quitting affects customer-oriented behavior, andwhich boundary conditions strengthen or weaken these links. No empirical study has yet tested thefull chain from internal marketing through quiet quitting to customer-oriented behavior. Theindirect evidence, however, is fairly consistent. Practices that fulfil psychological contracts andsupply psychological resources tend to reduce quiet quitting, whereas quiet quitting mainly erodesdiscretionary (extra-role) behavior toward customers rather than core service delivery. Customerincivility, leadership style, psychological safety, and the type of quiet quitter emerge as boundaryconditions. The article offers six propositions, an integrative conceptual model, and a TCCM-basedresearch agenda, including a call for studies in Indonesian service sectors.]]>
