Current research ethics processes, based on the mantra of privacy and institutional protection, take a paternalistic approach to research participants that leaves them open to harm. Reflecting on our own research/consultancy as a case study to illustrate the current flaws, we explore our and our subjects' experiences within the wider political context of institutional ethical rules and the Australian NHMRC guidelines. In doing so we argue for fundamental changes to the modern research ethics processes-a system that treats participants more as research collaborators rather than victims in waiting. A complete review of ethics processes is needed to empower participants and researchers to recognize the reality of the process as co-created and negotiated. This includes changes at the top level of research administration-a shift in ethics policies and procedures as well as greater education in ethics with commensurate trust for active researchers.

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

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Knowledge reuse has long been an issue for organisations. The management, reuse and transfer of knowledge can improve project management capabilities (i.e., learning, memory, cycle time) resulting in continuous learning. Although knowledge management has been recognised as a critical success factor in programme management very little research has been conducted to date (Lycett, Rassau, & Danson, 2004; Soderlund, 2004). A framework is discussed that demonstrates how knowledge is created, transferred, captured and reused within project and programme management, resulting in improved project management maturity. The framework utilises a task based approach to knowledge management and assumes that knowledge is created, transferred and reused as a result of an individual performing a specific task, which in this context is a project at the project level and a programme at the programme level.