In the current era of a knowledge-based economy, where the main driver is knowledge transfer, knowledge hiding among employees has become a stumbling obstacle toward the progress and prosperity of many institutions. There is no doubt that Knowledge Management Systems (KMS) implementation is a great opportunity for organizations worldwide in several sectors, including the government sector. Conversely, knowledge hiding is found to be a critical concept with clear adverse consequences for organizations, as it inhibits learning and creativity, hinders teamwork and collaboration, and ultimately impairs organizational performance. Furthermore, organizational crises, resulting from the COVID-19 pandemic, can lead to long-term employee role conflict and job instability, which can lead to knowledge hiding to protect their resources and competitive advantage. Consequently, this study examines the antecedents and consequences of knowledge hiding in the knowledge management system. A model was proposed based on a literature review of the antecedents and consequences of knowledge hiding. Based on the literature review, the antecedents were categorized as individual, organizational, knowledge and technological antecedents; whereas the consequences were examined based on organizational learning and innovation. Hypotheses were tested based on data collected through a questionnaire from 215 participants across various organizations in the government sector in the Sultanate of Oman. Data were analyzed based on structural equation modeling technique, using Smart-PLS 4 software. The findings of this study, at 95% confidence level, found a significant positive effect of individual antecedents (i.e. lack of reciprocity) and organizational antecedents (i.e. job insecurity and organizational injustice) on knowledge hiding, and a significant negative effect of technological antecedents (i.e. ease of use and perceived security) on knowledge hiding. Whereas no evidence was found supporting the relationship between knowledge antecedents and knowledge hiding. On the other hand, the results also indicated a significant negative effect, at 90% confidence level, between knowledge hiding and organizational consequences, specifically in terms of learning. This study's findings add value to the literature, specifically in the government sector, and will help government organizations face knowledge-hiding behaviors to gain a correct understanding of the antecedents of knowledge hiding and set the controls to mitigate its harmful consequences.