This paper explores the formation of and behavior within rogue groups in business settings and considers implications of the analysis for whistle-blowing. Behavior may be unacceptable to some groups but seen as worthy by others, and rogue behavior typically revolves around the exercise of idiosyncratic skills of value to a rogue group. This paper shows how the behavior can be modeled as the formation of human capital, but that the modeling needs to be embedded socially to be of interest in distinguishing different groups. The paper demonstrates that rogue behavior in business may be conceptualized analogously to that of a gang, albeit with recognition of certain differences. Copyright © 2013 John Wiley & Sons, Ltd.