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The Work of Legitimizing Political Agendas

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The RAND Corporation (1989–2009)

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Abstract

When asked how RAND could fulfill the demands of both the US Air Force and the US Army despite the rivalry between both these corps of the armed forces, James Quinlivan, a RAND researcher since the 1970s, answers with a hint of a smile, “simply by not achieving it. Sometimes, I must say that our work resembles advocacy more than research.”1

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Notes

  1. Max Weber, Economie et société: T.2 (Paris: Pocket, 2003), p. 220.

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  2. See Sabine Saurugger, “L’expertise : un mode de participation des groupes d’intérêt au processus décisionnel communautaire,” Revue Française de Science Politique, 52 (4), August 2002, p. 375.

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  3. Jeremy Shapiro, “The Price of Success” in Zalmay Khalilzad and Jeremy Shapiro, Strategic Appraisal: Aerospace Power in The 21st Century (Santa Monica: RAND Corporation, 2001), p. 1.

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  4. See on this point the report commissioned by Congress: Thomas Keaney and Eliot Cohen (eds.), Gulf War Air Power Survey (GWAPS) Summary Report (Washington: Government Printing Office, 1993).

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  5. Caroline Ziemke, “Foreword” in Earl Tilford, Setup: What the Air Force Did in Vietnam and Why (Maxwell: Air University Press, 1991), p. ix.

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  10. More precisely, this is an expression coined by American author William Gibson. See William Gibson, Neuromancer (New York: Ace Publishers, 1986).

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  23. Paul Bremer, My Year in Iraq: The Struggle to Build a Future of Hope (New York: Simon and Schuster, 2006), p. 10.

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Authors
  1. Jean-Loup Samaan
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© 2012 Jean-Loup Samaan

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Samaan, JL. (2012). The Work of Legitimizing Political Agendas. In: The RAND Corporation (1989–2009). The Sciences Po Series in International Relations and Political Economy. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137057358_5

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