This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirectvia distrust in supervisorrelationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor-supervisee dyadic design, two-source data were obtained from 317 employees (local and foreign) of 41 Saudi firms. The findings suggest that supervisees' distrust in their supervisors mediates the significant and negative relationship between SKH and supervisees' OCB-S. Furthermore, the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers. This study provides empirical support and a better understanding of the existence and consequences of SKH for local foreign workers and also discusses the theoretical and practical implications of the findings.

Drawing on and extending institutional logics and resource dependence theories, this paper posits that for cross-sector partnerships to survive, organizations need to share compatible institutional logics, but depend less on each other's resources. Asymmetrical crosssector partnerships may lead to a breakup if organizations are forced to operate under incompatible institutional logics. The findings of this study show that the challenges posed by incompatible logics of partners could be mitigated by the degree of resource interdependence between organizations. Capturing the effects of context and transactions on the actors' strategic behaviour, the findings, based on a dataset of project-level partnership ties between 1312 organizations in the carbon-offset market, support these hypotheses. The paper concludes by discussing implications of organizations' responses to keep acting under or reinterpreting existing institutional logics in asymmetrical cross-sector relationships.Address for reprints: Jonatan Pinkse, Alliance Manchester Business School, University of Manchester, Booth Street West, Manchester M15 6PB, UK (jonatan.pinkse@manchester.ac.uk).

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This article explores the effect of network structure on the carbon performance of firms in emerging economies at an ego network level. Building on the theoretical framework of social networks, we posit that an ego firm’s network position, structural embeddedness, and structural constraint affect carbon performance. We examine the research hypotheses using a panel data set made up of 44 Indian firms that entered into alliances under the Clean Development Mechanism over the 2005-2009 period. Our main results show that the central position of the focal firm in the network and its degree of network embeddedness exert a positive effect on its carbon performance. This article contributes to the literature on climate strategy by exploring the influence of the structural characteristics of the firm’s ego network in the carbon market on its environmental performance.