The first story is the story of how Pacific Tech's Graphing Calculator came to be. The full tale is worth the read but here is the why:

Why did Greg and I do something so ludicrous as sneaking into an eight-billion-dollar corporation to do volunteer work? Apple was having financial troubles then, so we joked that we were volunteering for a nonprofit organization. In reality, our motivation was complex. Partly, the PowerPC was an awesome machine, and we wanted to show off what could be done with it; in the Spinal Tap idiom, we said, "OK, this one goes to eleven." Partly, we were thinking of the storytelling value. Partly, it was a macho computer guy thing - we had never shipped a million copies of software before. Mostly, Greg and I felt that creating quality educational software was a public service. We were doing it to help kids learn math. Public schools are too poor to buy software, so the most effective way to deliver it is to install it at the factory.

Beyond this lies another set of questions, both psychological and political. Was I doing this out of bitterness that my project had been canceled? Was I subversively coopting the resources of a multinational corporation for my own ends? Or was I naive, manipulated by the system into working incredibly hard for its benefit? Was I a loose cannon, driven by arrogance and ego, or was I just devoted to furthering the cause of education?

I view the events as an experiment in subverting power structures. I had none of the traditional power over others that is inherent to the structure of corporations and bureaucracies. I had neither budget nor headcount. I answered to no one, and no one had to do anything I asked. Dozens of people collaborated spontaneously, motivated by loyalty, friendship, or the love of craftsmanship. We were hackers, creating something for the sheer joy of making it work.

The second story is an article by Daniel Terdiman over at CNET titled Meet the tireless entrepreneur who squatted at AOL:

Imagine K12 is hosted at AOL's Palo Alto campus, and everyone involved gets a building badge. As it turns out, Simons told CNET, the badges kept working, even after the program ended, giving him ongoing access, along with a face that had become familiar to others who worked there.
"I couldn't afford to live anywhere," Simons recalled. "I started living out of AOL's headquarters."
Contacted for comment, David Temkin, senior vice president of Mail and Mobile for AOL, told CNET, "It was always our intention to facilitate entrepreneurialism in the Palo Alto office -- we just didn't expect it to work so well."
...
Note that Simons said he would work there. After his four months in the incubator, he was used to toiling away at ClassConnect inside the building, and with other programs, from the Stanford-focused incubator StartX to AOL's own First Floor Labs also taking up space there, there was no shortage of non-AOL employees shuffling in and out all the time. But Simons was intent on launching his startup, so why not find a desk and pound away for 12 to 16 hours a day?
"There were so many people going in and out each day," he said. "They'd say, 'Oh, he just works, here, he's working late every night. Wow, what a hard worker.'"