Abstract
This study explores the influence of institutional and individual factors on knowledge hiding and team creativity. Data were collected using a supervisor-supervisee research design in two diverse samples of 300 and 200 knowledge workers in India and Saudi Arabia. The findings suggest that innovativeness, affiliation, and top management support reduce knowledge hiding behaviour among employees. However, the relationship between fairness and knowledge hiding was not supported across both samples. Among individual factors, altruism, self-efficacy, and attitude towards knowledge hiding were supported. The relationship between information and communication technologies and knowledge hiding was supported only for the Indian sample. The findings suggest knowledge hiding negatively influenced team creativity across both samples. The moderating influence of reward structure was significant for Indian sample only.