HOW CAN QUALIFICATION REDUNDANCY BE TRANSFORMED INTO AN INNOVATION ADVANTAGE? THE MEDIATING ROLE OF KNOWLEDGE SHARING AND THE MODERATING MECHANISM OF PERCEIVED LEADER OVERQUALIFICATION
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Abstract
With the widespread expansion of higher education and accelerating economic transformation, the phenomenon of overqualification has become increasingly prevalent, warranting deeper investigation into its impact on team innovation performance. Based on the Self-Determination Theory, this study proposes a moderated mediation model to examine how team perceived overqualification influences team innovation performance through team knowledge sharing, and how perceived leader overqualification moderates these relationships. Data were collected using multi-source surveys from 134 teams (534 team members) across various industries. Analyses were conducted using Mplus 8.3 and SPSS 27.0. The results reveal that (1) team perceived overqualification significantly and positively affects team innovation performance, (2) team knowledge sharing mediates the relationship between team perceived overqualification and team innovation performance, and (3) perceived leader overqualification positively moderates the effect of team perceived overqualification on knowledge sharing, and also strengthens the indirect effect of team perceived overqualification on innovation performance through knowledge sharing. These findings uncover the complex mechanisms through which team overqualification impacts innovation performance, enrich the theoretical understanding of overqualification, and offer practical insights for managing human capital and stimulating team innovation in organizations.
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