To share or not to share? A moderated mediation model of the relationship between perceived overqualification and knowledge sharing

Unveiling the nexus between perceived overqualification and knowledge hiding: Moderated mediation analysis of job crafting and job boredom

Purpose

Grounding on relative deprivation theory, this study aimed to investigate the relationship between perceived overqualification (POQ) and knowledge hiding. Furthermore, this study investigated the mediating role of job boredom and the moderating effect of job crafting.

Design

/Methodology/Approach: This study employs Hayes' PROCESS model to analyze data obtained from 374 employees working in the hospitality and tourism industry.

Findings

The results indicate a positive relationship between POQ, job boredom, and knowledge hiding. These findings suggest that job boredom mediates the relationship between POQ and knowledge hiding. Furthermore, the study showed a moderated mediation path wherein the interaction effect of POQ and job crafting on knowledge hiding was mediated by job boredom.

Research limitations/implications

Data were collected from the hospitality and tourism industry, limiting the generalizability of the findings to other sectors. Additionally, the study relied on self-reported measures, which may have resulted in a bias.

Practical implications

Conduct thorough job fit assessments during the hiring process to ensure that candidates' qualifications align closely with job requirements. By matching employees' skills and experiences to their job, organizations can reduce perceived overqualification, which may lower job boredom and knowledge hiding tendencies.

Originality/value

This study's focus on person-job misfits adds a new layer of insight into employee experiences in the workplace. By examining how mismatches between individuals and their roles contribute to job boredom and knowledge hiding, this study highlights the importance of aligning job responsibilities with employee skills, qualifications, and preferences.

Perceived overqualification and knowledge sharing: The role of organizational identity and psychological entitlement

BACKGROUND

Employees' perception of being overqualified is a critical factor in influencing their knowledge sharing behavior. However previous studies have not examined the internal mechanism by which perceived overqualification affects knowledge sharing.

OBJECTIVE

Drawing on social exchange theory, the present study aimed to explore the relationship between perceived overqualification and knowledge sharing and to examine the mediating effect of organizational identity and the moderating role of psychological entitlement.

METHODS

Participants were 284 full-time employees from different companies in China. They answered self-report questionnaires that assessed perceived overqualification, knowledge sharing, organizational identity, and psychological entitlement. Path analyses were conducted, and the latent moderated structural equations were used to judge the significance of the mediation and moderation.

RESULTS

The results revealed that overqualified employees were less willing to share knowledge, and the mediating role of organizational identity was significant. Further, the presence of high psychological entitlement would diminish the beneficial effect of organizational identity on employee knowledge sharing.

CONCLUSIONS

The findings of the study enrich and expand our knowledge on the relationship between overqualification and knowledge sharing and have theoretical and practical implications for promoting constructive behavior among overqualified employees.

Research on the influence of maker spirit on knowledge workers' innovative behavior

Motivating the innovative behavior of knowledge workers with the "maker spirit" is important for enhancing innovation efficiency. Based on the unique "maker spirit" embodied in knowledge workers in Chinese, this study comprehensively considers elements of job crafting and superiors' developmental feedback, and uses questionnaire survey method and mathematical statistical analysis method to explore the relationship between the maker spirit and the innovative behavior of knowledge workers in order to provide theoretical support for further promoting the development of social innovation. The results of the study show that the spirit of innovation, sharing, practice, and entrepreneurship in the maker spirit all have a positive contribution to innovative behavior; job crafting mediates between the spirit of innovation, sharing, practice, entrepreneurship, and innovative behavior; and superiors' developmental feedback plays a positive moderating role between the spirit of innovation, sharing, practice, entrepreneurship, and job crafting.

Unraveling the perceived overqualification puzzle: The role of distributive justice and leader political skill in influencing knowledge sharing

Perceived overqualification is a prevalent phenomenon in any type of organization due to overeducation and worldwide economic downturn. Despite numerous empirical examinations of such phenomenon, the impact of perceived overqualification on individual behaviors is inconsistent and inconclusive. We draw on equity theory to examine the negative effect of perceived overqualification on knowledge sharing through distributive justice. In addition, we investigate a leader's political skill as a boundary condition that influences the impact of perceived overqualification on distributive justice and subsequent knowledge sharing. Using a sample of 339 team members in South Korea, we found that perceived overqualification negatively impacts distributive justice, subsequently deteriorating employees' knowledge-sharing behaviors. Furthermore, when team leader is politically skilled, the negative impact of perceived overqualification on knowledge sharing is weakened. Theoretical implications and directions for future research are discussed.

The positive side of overqualification: examining perceived overqualification linkage with knowledge sharing and career planning

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.

Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness

Purpose

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

Design/methodology/approach

This study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.

Findings

The results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.

Originality/value

This study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.

Perceived overqualification? Examining its nexus with cyberloafing and knowledge hiding behaviour: harmonious passion as a moderator

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.