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Purpose Previous studies have examined the emotional mechanism between perceived overqualification and knowledge hiding. Based on a relational perspective, this study aims to draw on social comparison theory to reveal the cognitive mechanism of perceived overqualification on knowledge hiding, along with the mediating effect of relational identification. This research conceptualizes perceived overqualification differentiation and reveals the moderating effect of perceived overqualification differentiation on strengthening the link between perceived overqualification and knowledge hiding. Design/methodology/approach This paper conducts two times lagged research, addresses a sample of 216 employees nested in 47 groups from technology or R&D industries and uses structural equation modeling to test an original model. Findings The results show that perceived overqualification positively affects knowledge hiding; relational identification mediates this relationship; perceived overqualification differentiation moderates the effect of perceived overqualification on relational identification as well the indirect effect of perceived overqualification on knowledge hiding via relational identification. Originality/value This paper shows the cognitive mechanism of perceived overqualification on knowledge hiding. Moreover, this study also extends current perceived overqualification literature from a single individual level/a dyad level to a complex team level by conceptualizing the perceived overqualification differentiation. The research findings are helpful to guide team talent management and knowledge management in business management practice.

Perceived overqualification has been studied by researchers but limited research focuses on the role of leader overqualification. Based on relative deprivation theory and social exchange theory, this article introduces employees’ perceived leader overqualification to provide insight into whether, when, and how perceived overqualification influences speaking up. We conducted two studies to empirically test our hypotheses. In Study 1, data collected from 207 employees over two phases supported our hypotheses. Also, in Study 2, 3 wave time-lagged research design and a sample of 576 were utilized to enhance the robustness of the findings. Our results show that employees’ perceived leader overqualification moderates the relationship between employee perceived overqualification and speaking up. Furthermore, this moderation is mediated by trust in leader. Specifically, when overqualified employees perceived a lower level of leader overqualification, they were more unlikely to trust their leaders, which in turn, could decrease speaking up. Together, the findings suggest that employees’ perceived leader overqualification is a crucial factor for overqualified employees to have extra-role behaviors. The article includes a discussion of the findings’ implications for theory, practice, and future research.

Cyberloafing is prevalent in the workplace and research has increasingly focused on its antecedents. This study aims to extend the cyberloafing literature from the perspective of perceived overqualification (POQ) among civil servants (government employees). Drawing on equity theory, we examined the effect of POQ on cyberloafing, along with the mediating role of harmonious passion on the POQ-cyberloafing relationship and the moderating role of the need for achievement on strengthening the link between POQ and harmonious passion. Using time-lagged data from a sample of 318 civil servants in China, we found that (1) POQ was positively related to cyberloafing; (2) harmonious passion mediated this relationship; (3) the need for achievement moderated the effect of POQ on harmonious passion as well as the indirect effect of POQ on cyberloafing via harmonious passion. Based on the findings, we discussed theoretical and managerial implications and provided future research avenues.

Overqualification denotes situations in which job incumbents have higher qualifications than those required for the job. Drawing on the self-regulatory perspective, we proposed that employees’ perception of overqualification positively affects their proactive behavior through the mechanism of role-breadth self-efficacy and that this indirect effect is moderated by employees’ goal orientations. We tested our hypotheses through two studies. In Study 1, we found that perceived overqualification had a positive indirect effect on employees’ proactive behavior through role-breadth self-efficacy using a sample of 323 salespeople with a cross-lagged panel design. In Study 2, the multi-wave and multi-source data from 302 teachers confirmed the indirect effect and indicated that performance goal orientation and learning goal orientation moderated the indirect relationship.

Purpose This study aims to assess the nexus between perceived overqualification (POQ), anger, knowledge hiding, cyberloafing and harmonious passion (HP). Design/methodology/approach The authors obtained 264 responses from two public traded firms in Pakistan using a supervisor-subordinated nested design and a multi-time data collecting strategy using convenience sampling. Findings The study results indicate that POQ positively affects knowledge hiding and cyberloafing. The authors also found anger as a potential mediator in the direct association between POQ and cyberloafing. In addition, the findings suggest that the association between POQ, knowledge hiding and cyberloafing will be weak when individuals exhibit HP towards their job roles. The results of this research, when considered as a whole, provided support for all of the hypothesised direct and indirect linkages, which has important ramifications for both theory and practise. Research limitations/implications This study has both theoretical and practical implications. Grounded on equity theory and relative deprivation theory, this paper asserts that HP should be used to decrease POQ affect. According to the authors, pro-environment employee actions may help build a pro-environment workplace culture as well as a pro-environment sense of responsibility, both of which can help to achieve significant pro-environment results. Originality/value This study builds on and fills in the gaps left by earlier research to better aid organisational researchers, practitioners and stakeholders in understanding how POQ, rage, information concealing, cyberloafing and harmonic passion interact with one another.

The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi-source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor-rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor-rated creativity, although the simple slopes were non-significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance.

PurposeThis paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this study proposes that perceived overqualification improves innovative behaviour directly and indirectly by boosting employee creative self-confidence. It further investigates the boundary conditions imposed by perceived psychological safety in this process.Design/methodology/approachThe research utilises a quantitative research methodology through a two-wave survey of 335 employees and their 135 leaders. Moderated and mediated regression analyses were used to analyse the research data.FindingsThe results revealed that perceived overqualification promotes innovative behaviour at work directly and indirectly through its positive influence on creative self-confidence. The mediating effect of creative self-confidence in the relationship between perceived overqualification and innovative behaviour is moderated by perceived psychological safety at work, such that the relationship is stronger in a higher perceived psychological safety condition compared to when it is low.Research limitations/implicationsThis study has theoretical and practical implications for personnel management. From a theoretical perspective, it integrates human capital and self-efficacy theories to explain a mechanism through which perceived overqualification will lead to innovative behaviour in the workplace. From a managerial perspective, it mitigates the stigma associated with an overqualified workforce by suggesting that perceived overqualification can be a source of innovation at work.Originality/valueThis is the first study that examines the creative self-confidence-based mechanism in the relationship between perceived overqualification and innovative behaviour at work. It also explores the moderating role of psychological safety in this relationship.

Purpose This study aims to address and observe the positive side of perceived overqualification (POQ) on employee knowledge sharing (KS) and career planning. Role identity theory highlights that an employee’s POQ is related to employee career identity in a positive way. Design/methodology/approach The hypotheses were supported by a time-lagged examination of 277 supervisor–subordinate dyads working in the corporate sector. Findings The findings state that a person’s career identity is associated with increased KS and career planning. Furthermore, the effect of overqualification on KS and career planning was predicted to be mediated by career identity. Using an interactionism mechanism, this study indicated that this mediation is moderated by leader humility. The career identities of overqualified employees are elevated when a humble leader supports them. The results suggest that, when handled appropriately, POQ may benefit both employees and organizations. Research limitations/implications The implications of these results are examined theoretically and practically. Moreover, the findings of this study will open new avenues for scholars and practitioners in the field of organizational behavior and human resource management. Originality/value The study examined the positive side of POQ and its effect on employees’ career outcomes and KS attitudes. This study is among the first empirical studies to examine career outcomes and KS behavior due to POQ.

PurposeThe purpose of this study was to test the mediating role of relative deprivation in the relationship between perceived overqualification and counterproductive work behavior. In addition to testing this mediation, the authors posited that ambition would interact with perceived overqualification to predict relative deprivation and, through it, counterproductive work behavior.Design/methodology/approachSurvey data collected from 181 employees were analyzed using the SPSS macro PROCESS to test the proposed moderated mediation model.FindingsResults indicated that perceived overqualification positively associated with perceptions of relative deprivation, which were, in turn, positively related to counterproductive work behavior. This indirect relationship gained in strength with increasing levels of ambition.Originality/valueBy modeling and measuring relative deprivation, this study offers a direct test of the often-invoked relative deprivation explanation of the implications of perceived overqualification for counterproductive work behavior. The study also shows how ambition can have unintended consequences.

Purpose Despite manager’s investments in facilitating knowledge sharing, such as hiring employees with lots of knowledge, knowledge hiding remains prevalent in organizations. It may stem from that less attention has been paid to the relationship between perceived overqualification and knowledge hiding. Drawing on emotion theory, this study aims to build a mediation framework to examine effects of perceived overqualification on knowledge hiding via negative emotion state and moderating role of team positive affective tone. Design/methodology/approach The paper uses a two-wave survey study among 398 knowledge workers from 106 teams in knowledge-intensive industries and tests the hypotheses by performing a series of hierarchical linear modeling analyzes. Findings The results show that a negative emotion state mediates the U-shaped relationship between employees’ perceived overqualification and knowledge hiding behavior. Team positive affective tone moderates the U-shaped relationship between negative emotions and employees’ knowledge hiding behavior. Originality/value This study extends current knowledge management literature by introducing perceived overqualification as an individual predictor of employees’ knowledge hiding behavior and revealing the both light and dark sides of perceived overqualification on knowledge hiding, as well as its intervening mechanism. The research findings help practitioners to curb such counterproductive behaviors.