This chapter traces the evolution of police misconduct scholarship from Sherman’s Scandal and Reform (1978) to contemporary, data-driven analysis and prevention, providing the foundational arguments for misconduct drivers: organisational structures, cultural norms, incentives, and situational opportunities. It first revisits the scandal–reform cycle, showing why reforms that ignore underlying organisational conditions fail to endure. The chapter then maps the field’s maturation from the rise of typologies and administrative data to the strengths and limitations of complaint and internal affairs records, and the integration of criminological theories to explain how stress, culture, peer influence, and opportunity interact to shape deviance. Building on this foundation, it introduces predictive analytics and machine learning for forecasting risk and discusses the contribution of network science to reframing misconduct as a social phenomenon. The chapter closes with a critique of system-justifying reforms and proposes a prevention agenda integrating organisational justice, peer intervention, and an awareness of individual situational contributors to misconduct.