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

Zhao, Lijing; Zhao, Shuang; Zeng, Hao; Bai, Jingyi

doi:10.1108/bjm-01-2021-0006

Cited by 20 publications

(15 citation statements)

References 78 publications

(132 reference statements)

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“…Individuals who believe they are overqualified have a good view of their talents and job criteria. In accordance with role identity theory, we hypothesised that employee POQ would be linked with their career identity ("individual's career objectives, goals, or ambitions") (Erdogan and Bauer, 2021;Zhao et al, 2021).…”

Section: Introductionmentioning

confidence: 93%

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

Khan

Saeed

Zada

et al. 2022

JKM

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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.

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Section: Introductionmentioning

confidence: 93%

“…Researchers have started to investigate how employees who believe overqualified might make constructive use of their abilities in recent years. Still, limited research has examined the overqualification positive side (Zhao et al , 2021). Remarkably, there has been so little study on POQ and employees’ future career choices.…”

Section: Introductionmentioning

confidence: 99%

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

Khan

Saeed

Zada

et al. 2022

JKM

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“…According to equity theory when employees feel that they are not treated according to their qualification they experience negative feelings such as injustice (Zhao et al, 2021;Erdogan et al, 2020b) and relative deprivation (Connelly et al, 2019) are intensified by perceived overqualification, leading to an increase in knowledge hiding behaviour (Strik et al, 2021;Koay and Lim, 2021;Arain et al, 2021). POQ may also restrict an individual's immediate thinking action system, limiting their freedom of thought and action (Li et al, 2021), leading employees to hide knowledge from the knowledge requester.…”

Section: Perceived Overqualification and Knowledge Hidingmentioning

confidence: 99%

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

Khan

Saeed

Fayaz

et al. 2022

JKM

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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.

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“…Knowledge sharing among employees is a critical way to improve the creativity of employees or teams (Bou Reslan et al. , 2021) as well as maintain and enhance an organization's competitive advantage (Zhao et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Knowledge-sharing refers to the behavior in which employees share explicit or implicit knowledge with others (Bou Reslan et al, 2021;Chen et al, 2011). Knowledge sharing among employees is a critical way to improve the creativity of employees or teams (Bou Reslan et al, 2021) as well as maintain and enhance an organization's competitive advantage (Zhao et al, 2021). Given the potential benefits of knowledge sharing, organizations have invested substantially in knowledge management practices, including promoting knowledge accumulation, storage, and dissemination (Bou Reslan et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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

Zhong

Peng

Wang

2022

BJM

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PurposeBased 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/approachThis study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.FindingsThe 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/valueThis 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.

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

Cited by 20 publications

References 78 publications

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

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

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

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

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