HARVARD POLITICAL STUDIES: The RAND Corporation. Case Study of a Nonprofit Advisory Corporation

## PREFACE summer pursuing my own research interests as well as observing RAND operations first-hand. The trustees and management of the RAND Corporation cooperated to an unusual degree in making this study possible. I was granted wide access to internal RAND materials, the opportunity to observe many phases of RAND's internal operations, and full freedom to interview people throughout all levels of the organization. My study was, however, in no sense an "official" or "sponsored" study. There was never anything in the nature of an official management surveillance or review of my work. Needless to say, I never received any financial assistance from RAND or any other advisory organization (except for my brief consulting stint in the summer of 1962) in connection with study's preparation. My understanding with the RAND Corporation was that the study was entirely an independent undertaking done as my doctoral dissertation in the Department of Government at Harvard University. RAND management admirably lived up to their agreement, although I dare say that they must have been sorely tried at times by my presence and endless questions, requests for data, and general intrusions into the life of the organization. I am afraid that I trespassed on the time and patience of many RAND people far beyond the limits of courtesy. I also benefited greatly from the cooperation of the management and staff of other nonprofit advisory corporations. Preface Contents Abbreviations I. Introduction II. The background and origins of project rand III. The formation of the rand corporation IV. A mature rand: 1950–1962 V. Internal organization VI. Rand in operation: a case study VII. Problems and prospects of the nonprofit advisory corporation VIII. Conclusion Index Harvard political studies