當一個人的教育、經驗或技能超過該職位所需的水平並且未被充分利用時，就會出現資歷過高的情況。儘管存在一些負面影響，資歷過高也會對員工的工作行為產生重大影響。創新工作行為 (IWB) 是指員工在團隊或組織內提供創新且有用的想法、流程、產品或程序。本研究旨在調查越南背景下感知的資歷過高對創新工作行為的影響，使用任務設計作為感知的資歷過高和IWB 之間的中介，變革型領導作為感知的資歷過高和任務設計之間關係的調節因素。一項橫斷面調查收集了越南 365 名從事各種職位的個人的數據。採用偏最小平方法結構方程模型(PLS-SEM)和SMARTPLS 4.0來分析資料。研究結果表明，感知到的資歷過高對 IWB 有正面影響；任務設計在一定程度上調節了這種關係；變革型領導力扮演調節者的角色，加強了感知到的資歷過高與任務制定之間的連結。這項研究加深了對資歷過高的好處的理解，以鼓勵資歷過高的員工的創造力和創新性。這項研究承認樣本量（在越南背景下）存在局限性並且僅依賴員工的觀點。未來的研究可以透過擴大樣本量、收集員工直接主管及其所在學院的意見來改進，以獲得更客觀、更有意義的見解。

Overqualification occurs when an individual has more education, experience, or skills than what is required for the position and is underutilized. Despite some negative impacts, overqualification also significantly impacts on employees’ work behaviors. Innovative work behavior (IWB) is when employees provide innovative and useful ideas, processes, products, or procedures inside a group or organization. This study aims to investigate the effects of perceived overqualification on innovative work behaviors in the Vietnamese context by using task crafting as a mediator between perceived overqualification and IWB, transformational leadership as a moderator of the relationship between perceived overqualification and task crafting. A cross-sectional survey was used to gather data from 365 individuals in Vietnam working in a variety of positions. The partial least square structural equational model (PLS-SEM) was employed with SMARTPLS 4.0 to analyze the data. The findings demonstrated that perceived overqualification positively influences IWB; task crafting partially mediates this relationship; transformational leadership acts as a moderator, strengthening the link between perceived overqualification and task crafting. This study advances understanding of overqualification’s benefits to encourage creativity and innovativeness among overqualified employees. This research acknowledges limitations in terms of sample size (in Vietnamese context) and reliance on solely employees’ perspectives. Future research can improve by expanding sample size, gathering input from employees’ direct supervisors and their colleges to have more objective and meaningful insights.

VALIDATION LETTERi
ABSTRACT (CHINESE)ii
ABSTRACT (ENGLISH)iii
TABLE OF FIGURESvii
TABLE OF TABLESviii
Chapter 1. INTRODUCTION1
1.1. Research background1
1.2. Research gap3
1.3. Research objectives & questions5
1.4. Research contributions5
1.5. Research structure6
Chapter 2. LITERATURE REVIEW8
2.1. Literature8
2.1.1. Perceived overqualification8
2.1.2.Innovative work behaviors10
2.1.3.Task crafting11
2.1.4.Transformational leadership13
2.2. Research hypotheses & research model14
Chapter 3. METHODOLOGY17
3.1. Research method17
3.2. Measurement Design17
3.2.1. Scale development for Perceived overqualification17
3.2.2. Scale development for Transformational leadership17
3.2.3. Scale development for Task crafting18
3.2.4. Scale development for Innovative work behaviors18
3.3. Data collection18
3.4. Data Analysis19
3.4.1. Descriptive statistics19
3.4.2. Common method variance19
3.4.3. Evaluation of PLS-SEM result19
Chapter 4. RESULT25
4.1. Descriptive statistics25
4.1.1. Sample structure by Gender25
4.1.2. Sample structure by Age26
4.1.3. Sample structure by Education Level26
4.1.4. Sample structure by Tenure27
4.1.5. Sample structure by Amount of time working with leader28
4.1.6. Sample structure by Working position28
4.1.7. Sample structure by Department29
4.1.8. Sample structure by Business size30
4.2. Common method variance test31
4.3. Measurement Model Assessment33
4.3.1. Indicator reliability33
4.3.2. Construct reliability35
4.3.3. Convergent Validity38
4.3.4. Discriminant Validity38
4.4. Structural Model Assessment41
4.4.1. Collinearity41
4.4.2. R-square (explained variance)41
4.4.3. F -square (effect sizes)42
4.4.4. Q-square42
4.4.5. Hypothesis testing43
4.5. Discussion45
Chapter 5. CONCLUSION48
5.1. Implications48
5.1.1. Theoretical implications48
5.1.2. Managerial implications49
5.2. Limitations and future direction50
REFERENCES52
APPENDIX55

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