U sing data from 138 independent samples, we meta-analytically examined three research questions concerning the roles of personality and network position in organizations. First, how do different personality characteristics-selfmonitoring and the Big Five personality traits-relate to indegree centrality and brokerage, the two most studied structurally advantageous positions in organizational networks? Second, how do indegree centrality and brokerage compare in explaining job performance and career success? Third, how do these personality variables and network positions relate to work outcomes? Our results show that self-monitoring predicted indegree centrality (across expressive and instrumental networks) and brokerage (in expressive networks) after controlling for the Big Five traits. Self-monitoring, therefore, was especially relevant for understanding why people differ in their acquisition of advantageous positions in social networks. But the total variance explained by personality ranged between 3% and 5%. Surprisingly, we found that indegree centrality was more strongly related to job performance and career success than brokerage. We also found that personality predicted job performance and career success above and beyond network position and that network position partially mediated the effects of certain personality variables on work outcomes. This paper provides an integrated view of how an individual's personality and network position combine to influence job performance and career success.

The Himalayan Sherpas, a human population of Tibetan descent, are highly adapted to life in the hypobaric hypoxia of high altitude. Mechanisms involving enhanced tissue oxygen delivery in comparison to Lowlander populations have been postulated to play a role in such adaptation. Whether differences in tissue oxygen utilization (i.e., metabolic adaptation) underpin this adaptation is not known, however. We sought to address this issue, applying parallel molecular, biochemical, physiological, and genetic approaches to the study of Sherpas and native Lowlanders, studied before and during exposure to hypobaric hypoxia on a gradual ascent to Mount Everest Base Camp (5,300 m). Compared with Lowlanders, Sherpas demonstrated a lower capacity for fatty acid oxidation in skeletal muscle biopsies, along with enhanced efficiency of oxygen utilization, improved muscle energetics, and protection against oxidative stress. This adaptation appeared to be related, in part, to a putatively advantageous allele for the peroxisome proliferator-activated receptor A (PPARA) gene, which was enriched in the Sherpas compared with the Lowlanders. Our findings suggest that metabolic adaptations underpin human evolution to life at high altitude, and could have an impact upon our understanding of human diseases in which hypoxia is a feature. metabolism | altitude | skeletal muscle | hypoxia | mitochondria

We live in an age in which people plan, pursue, and experience individual changes that affect career and life trajectories. People improve their educational credentials, change residences, move jobs, switch nationalities, and undergo gender reassignment. All of this is familiar to organizational researchers. But evidence and theory concerning personality change are only just emerging in the organizational behavior research landscape, despite personality psychology findings (see Roberts, Walton, & Viechtbauer, 2006, for a meta-analysis), practitioner attention (e.g., Alicke & Sedikides, 2011), and mass media interest (e.g., Soto, 2016). Organizational research (e.g., Dalal, Meyer, Bradshaw, Green, Kelly, & Zhu, 2015; Li, Barrick, Zimmerman, & Chiaburu, 2014) emphasizes the stability of personality (e.g., McCrae & Costa, 2003, 2008) rather than change of personality. There has been neglect of the possibility that personality can change, and neglect of when and how such changes occur. The view of personality as a stable aspect of the individual self has contributed greatly to the understanding of human behavior in organizations (Roberts, Kuncel, Shiner, Caspi, & Goldberg, 2007). Personality, as a stable set of traits, represents a core construct, as discussed in numerous reviews (e.g., Schmitt, 2014), special issues (e.g., Casciaro, Barsade, Edmondson, Gibson, Krackhardt, & Labianca, 2015), and chapters in almost every organizational behavior textbook (e.g., Robbins & Judge, 2017). Stability in personality matters for organizations because it helps us understand people's behavior in many work-related domains, including

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