The present anthology grew out of a long-standing interdisciplinary cooperation of Heidelberg lawyers, criminologists, and sociologists who initially joined forces to empirically test the perspective of “useful illegality” (Luhmann 1964) using uncovered corruption cases. The decisive factor was the group’s observation that only in a minority of cases did the judiciary succeed in tracing the managers’ illegal activities to personal enrichment, sanctioning them accordingly, on the basis of individual motives. Instead, the collective benefits, to increase company profitability, appeared to be the central rationale to justify the participation of many people with organizational membership in wrongdoing. If the costs of rule deviation following the detection of the scandals did not materialize, then the risks of engaging in misconduct would be worth it for company members and professional groups.