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This exploratory qualitative research aims to identify and examine the effects of knowledge spillovers in organizations through the lens of strategic entrepreneurship.

A semi-structured interview script was used to collect data, with professionals holding leadership positions in knowledge-intensive companies. The data obtained were processed through content analysis using Nvivo 13.0 Software.

The results show that the search for knowledge can bring benefits and add new challenges to the organization, with decision-making being a key point of attention when managing and applying knowledge. In addition, it was found that the professionals in leadership positions are primarily responsible for capturing and using the knowledge that could result in gains for the organization.

Regarding practical implications, the authors identified that the study findings reflect a triad: problem, action and solution. The dimensions found can help clarify the effects that knowledge spillovers can provide in organizations.

This study integrates knowledge capture with entrepreneurial and strategic behavior within organizations. Relevant conclusions were sought by deepening knowledge about this relationship in organizations from different areas.

This paper aims to examine the lived experiences of a professional accountant, exploring how he navigated the complexity of change in specific accounting processes in the UK housing association (HA). Using an autoethnographic approach, the authors seek to relate individual and collective insights into the changing of social housing organisational processes.

This autoethnographic account draws on participant and participant-observer reflections, as well as several materials maintained by the professional accountant, from a turbulent period in UK social housing. These data are analysed abductively, where the HA was perceived to be a constellation of ritual activities that underpinned a working community.

The professional accountant, who is one of the authors, sought to transform HA’s finance function to be “World-class”. Among others, allegedly outdated accounting processes in the HA seemed to require radical change to enable quicker yet more financially substantiated decision-making. Office rituals facilitated the associated accounting process changes by drawing on camaraderie and team/family bonding, which became amenable to new (accounting) rituals. However, the change process was complex and may well have undermined the existing camaraderie in the finance team. The paper reflects on this, with the professional accountant looking back on his actions within the HA after he had left the HA and had entered academia.

This study demonstrates the potential of autoethnographic reflections in accounting research when accounting is seen as ritualised activity. Hence, abductively, the reflection is theorised through the notion of “ritual” and its antecedent, “liminality”. This autoethnographic narrative may serve as an aid for others who may also face turbulent periods which require navigating change, while they experience personal struggles relating to this change.