Overqualified Yet Motivated: Work Motivation, Technology Uncertainty and Overqualified Employees’ Innovative Behavior

Abstract

Employees in high-tech companies, characterized by diverse professional backgrounds and varying stages of project development, are pivotal in driving innovation and sustaining competitive advantage. However, when these employees perceive themselves as overqualified for their current roles, this untapped potential can lead to divergent outcomes: serving as a catalyst for innovation or resulting in job dissatisfaction. This study examines the impact of perceived overqualification (POQ) on the innovative behavior of high-tech personnel by analyzing data from 374 professionals across technology firms in Taiwan and Thailand. Our findings indicate that while POQ can enhance innovative performance, its effectiveness is significantly influenced by the type of motivation and the level of technological uncertainty. Specifically, extrinsic motivation tends to dampen the innovative potential of overqualified employees, whereas intrinsic motivation amplifies it. The innovative capacity of overqualified employees is fully realized when their intrinsic motivation is high, particularly in environments characterized by significant technological uncertainty. Drawing on self-determination theory and cognitive evaluation theory, this study offers strategies for organizations to leverage the innovative capacity of overqualified employees. These strategies are vital in dynamic technological landscapes, where boosting intrinsic motivation can turn overqualification from a liability into a strategic asset for sustained innovation and competitive advantage.