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. © 2006 Wiley Periodicals, Inc.
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