Overqualification of Employees and Knowledge Hiding in the Dynamic Social Environment
DOI:
https://doi.org/10.62051/ijgem.v2n1.06Keywords:
Overqualification, Self-efficacy, Knowledge hiding, Knowledge managementAbstract
The development of the knowledge age has triggered a transformation of the original organizational management methods of enterprises, and has also posed new challenges to the practice of knowledge management processes in enterprises. How can employees unleash their own value in a challenging employment environment? How to utilize one's surplus qualifications to realize one's own value? How can managers utilize employee qualifications to acquire and integrate effective knowledge from both internal and external sources, thereby achieving knowledge creation? How to effectively integrate with knowledge management processes to maintain the sustainable competitiveness of enterprises? This article is based on social cognitive theories at home and abroad and the development requirements in the new employment environment. Through sorting out domestic and foreign literature, it is found that in the future, with the continuous development of the knowledge age, the relationship and impact between employee surplus qualifications and knowledge management will become closer and more profound. In order to better respond to the challenges of the knowledge age, enterprises need to constantly pay attention to the discussion and exploration of the psychological cognition and knowledge management of overqualified employees in the organization, in order to lead the sustainable development and innovation of the enterprise.
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