Abstract for: Investigating the interconnections between corporate culture, person-organization fit and turnover intention: A case study

The movement of “silent quitting” and the “great resignation” are trends of the post covid era when the lockdowns triggered a shift in the way that many employees viewed their workplace. According to Hopkins and Figaro (2021), with long periods of lockdowns and isolation, workers took the opportunity to reevaluate their lives and priorities. The “great resignation” movement started in spring 2021, when employees were asked to go back to work and by the end of 2021, specifically in the US, over 47 million voluntarily quit their jobs (Fuller & Kerr, 2022). Others, instead of resigning from their positions, opted to solely fulfill the essential requirements of their work, establishing boundaries and declining to undertake tasks beyond their capacity. Sustainable organizational practices enable collaborative working processes, relationships and corporate cultures that promote a stable workplace, and cohesive leadership to result in performance (Vargas-Hernandez, 2022). Our research applies systems thinking and identifies the interdependencies between corporate culture, subcultures, leadership style, person-organization fit and intention to quit and presents a causal work diagram illustrating the many and varied interconnections to obtain organisational sustainability. Our research adds empirical evidence to the above concepts and provides new ways of thinking about the complex system of corporate culture.