There is widespread recognition that organizational culture matters in corporations involved in systemic crime and wrongdoing. However, we know far less about how to assess and alter toxic elements within a corporate culture. The present paper draws on management science, anthropology, sociology of law, criminology, and social psychology to explain what organizational culture is and how it can sustain illegal and harmful corporate behavior. Through analyzing the corporate cultures at BP, Volkswagen, and Wells Fargo, this paper demonstrates that organizational toxicity does not just exist when corporate norms are directly opposed to legal norms, but also when: (a) it condones, neutralizes, or enables rule breaking; (b) it disables and obstructs compliance; and (c) actual practices contrast expressed compliant values. The paper concludes that detoxing corporate culture requires more than changing leadership or incentive structures. In particular, it requires addressing the structures, values, and practices that enable violations and obstruct compliance within an organization, as well as moving away from a singular focus on liability management (i.e., assigning blame and punishment) to an approach that prioritizes promoting transparency, honesty, and a responsibility to initiate and sustain actual cultural change.

During adolescence, youths develop attitudes about the justice system. Although there is consistent evidence that personal experiences with legal actors contribute to attitudes toward the justice system, adolescents' attitudes may also be influenced vicariously through their friends' experiences with the justice system. Using data from a sample of 1,216 first-time male adolescent offenders, the present study examines how attitudes toward the justice system develop over 24 months following the adolescent's first arrest. Even after accounting for personal justice system experiences, including self-reported offending, time on the streets, and contacts with the police, results indicate that adolescents with friends who were arrested report more negative attitudes toward the justice system than those without friends who were arrested. Further, experiencing a friend's arrest has a larger impact on the attitudes of youths who are experiencing it for the first time. We provide evidence that attitudes toward the justice system are a product of accumulated social experiences-both personal and vicarious-with the justice system.

The COVID-19 mitigation measures require a fundamental shift in human behavior. The present study assesses what factors influence Americans to comply with the stay at home and social distancing measures. It analyzes data from an online survey, conducted on April 3, 2020, of 570 participants from 35 states that have adopted such measures. The results show that while perceptual deterrence was not associated with compliance, people actually comply less when they fear the authorities. Further, two broad processes promote compliance. First, compliance depended on people’s capacity to obey the rules, opportunity to break the rules, and self-control. As such, compliance results from their own personal abilities and the context in which they live. Second, compliance depended on people’s intrinsic motivations, including substantive moral support and social norms. This paper discusses the implications of these findings for ensuring compliance to effectively mitigate the virus.