<p>Although overqualification is prevalent in the workplace, most research has primarily focused on its effects at the individual level, with limited attention to the team level. Drawing on Job Demands–Resources (JD-R) theory, we develop and test a curvilinear relationship between team mean overqualification and team job crafting, which in turn is positively related to team performance. We further hypothesize that environmental uncertainty would neutralize the curvilinear relationships. By collecting data from 437 team members and 116 leaders from 116 teams in a large manufacturing company in China, we found an inverted U-shaped relationship between team mean overqualification and team job crafting, and that team job crafting transmitted the curvilinear indirect relationship between team mean overqualification and team performance. Furthermore, the curvilinear relationships between team mean overqualification and team job crafting, as well as the indirect curvilinear relationships between team mean overqualification and team performance via team job crafting, were weaker in teams under high environmental uncertainty. Theoretical and practical implications of our findings are discussed.</p>