The introduction notes the need to develop theory and research on organizations as crime victims and offenders, followed by the presenting of definitions of organizational crime and victimization. The introduction also considers typologies of organizational violators and victims. This latter focus is developed throughout the volume. Particular attention is given to the ways that diverse types of offenders victimize diverse kinds of organizations; how diverse kinds of organizations victimize diverse kinds of victims; and how individuals outside and within organizations use organizational positions of power, influence, and trust to commit offenses. Following the introductory chapter, a chapter is devoted to selecting strategies of social control over organizational life. The principal purpose of this chapter is to delineate problems associated with the choice between two generic strategies of social control: compliance and deterrence. The exposition is limited to the conditions under which law and law enforcement agencies opt for one or the other of these strategies. The final chapter considers organizations as victims of law-breaking. Among the topics discussed are the relationship of organizational victims with violators, relationships among victims, defining and determining organizational victims, the extent of unreported organizational victimization, intelligence activities to detect organizational victimization, conditions for organizational victimization, and incentives and disincentives for reporting organizational victimization. Chapter references are provided.