The Impact Of Overqualification On Knowledge Sharing Behavior From The Perspective Of Social Cognition Theory

Researchers have recently shown a considerable interest in the study of underemployment,and particularly on overqualification.Defined as the situation that characterizes an individual with more qualifications than those required for the job,overqualification has long been regarded as a negative phenomenon for the individual and the organization.However,recent studies have shown that overqualification can lead to positive works behavior and if properly managed,overqualified employees may be significant asset to the organization.This study is part of this perspective,which is to explore the bright side of overqualification.The current study examines the impact of overqualification on knowledge sharing behavior.It’s assumed that overqualified employees can contribute to the organization by sharing their surplus of knowledge with their peers.Drawing on social cognitive theory,we also posited the indirect effect of perception of overqualification on knowledge sharing behavior through self-efficacy.Because they have a surplus of knowledge,skills and abilities,overqualified employees have a better mastery experience,better performance and therefore positive feedback and this will increase their self-efficacy.And as result of heightened self-efficacy,they will tend to deal with overqualification by proactively improving the work conditions and therefore engaging in knowledge sharing behavior.Besides,we identify organizational support and job crafting as potential moderators that can increase employees’self-efficacy and push them to share more.To test our hypotheses,a quantitative study was conduct.Data was collect among 207 working in Djibouti telecom.Our results indicated that there 1s not a direct relationship between overqualification and knowledge sharing behavior.However,perception of overqualitication has an indirect impact on perceived overqualification on knowledge sharing through self-efficacy.It was also find that organizational strength the relationship between POQ and self-efficacy.Moreover,we also find that employees whom craft their job are more engaged in knowledge sharing behavior.At the end,theoretical and practical implications of these findings are discussed.Some recommendations are also given.