Antecedents and consequences of perceived overqualification: a systematic literature review and future research direction

This study provides a comprehensive examination of the Perceived Overqualification phenomenon through a Systematic Literature Review. It explores key antecedents and consequences of Perceived Overqualification by synthesizing relevant empirical and theoretical studies. The findings show that Perceived Overqualification is influenced by demographic factors (age, education, and work experience), personality traits (neuroticism, narcissism, and frustration), and job-related characteristics (job complexity and satisfaction). The phenomenon is commonly associated with negative outcomes, including higher turnover intentions, lower job satisfaction, counterproductive work behavior, and reduced organizational commitment and engagement. However, under supportive conditions such as transformational leadership and leaders’ political skill, Perceived Overqualification may also promote innovative work behavior and creativity. Distinct from previous reviews, this study integrates post-2012 debates and highlights the unresolved tension between Perceived Overqualification as a liability and as a potential resource. Career adaptability and leadership emerge as critical moderating mechanisms that remain underexplored. The study recommends the use of longitudinal and mixed-method approaches to better capture long-term effects and offers practical implications for human resource management.