The book takes the view that discovery is the outcome of successful science, and that organisations play a central role in facilitating or inhibiting discovery. John Hurley argues against the theory that creativity only leads to scientific discovery and suggests a model of the processes leading to discovery including both individual and organisational processes.
This text examines the organizational aspects of discovery in science. The contribution of such organizational matters as: the selection of scientists; their development and training; and scientific leadership, management and supervision are all explored.
