Abstract
This study, grounded in conservation of resources theory, investigates how job stress hinders innovation through knowledge hiding, with leader support as a moderating factor. Analyzing data from 496 employees in South Korea, we found job stress diminishes innovation, a process partly due to increased knowledge hiding. However, leader support can mitigate job stress's effects on knowledge hiding and its indirect impact on innovation. Results highlight knowledge hiding's critical role in stress-related innovation decline, showcasing how supportive leadership can counteract stress's negative consequences on organizational innovation. Implications for theory and practice are explored.