Abstract
This article explores Herbert Simon's attempts to build Carnegie Tech's Graduate School of Industrial Administration into a center for interdisciplinary social research. It shows that despite the pressures toward disciplinary specialization created by the rapid growth of the postwar social sciences, there were strong countercurrents supporting interdisciplinary work. Support for interdisciplinary work came from a network of powerful new patrons that were interested in transforming social science into behavioral science and that supported mathematical, behavioral-functional analysis whatever the topic of study. These patrons deliberately defined their goals in terms of solving problems, not building disciplines, and the networks of advisory committees they created enabled certain entrepreneurial researchers, such as Simon, to exert influence across a range of fields and institutions.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
