ENTREPRENEURSInnovation is inherently associated with risk and uncertainty, and the engagement of entrepreneurs with these is central to the innovation process. Entrepreneurs are not passive actors but, through learning, they contribute to the dynamic capabilities of the firm across the innovation process. Drawing on 57 interviews with entrepreneurs in tourism SMEs in Spain and the UK, the paper identifies how risk and uncertainty are understood to change throughout the innovation process in the key areas of technology, finance, markets and organizations. It also examines how tourism entrepreneurs respond to risk and uncertainty through a range of strategies, especially the harvesting of knowledge and networking.However, engaging with uncertainty remains elusive and relies as much on intuition as on reasoning.

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Originality is an essential element of academic research and the peer review system plays a key gatekeeping role in its acceptance. However, there is no consensus as to the precise definition of the concept, its measurement nor the importance attached to it. Primary data from 26 interviews with editors or editorial board members of top ranking tourism journals inform a discussion of the nuanced understanding of the concept and of how different levels of originality (radical vs. incremental), among other peer review assessment criteria, influence tourism publication. Finally, the main challenges relating to recognising originality in the peer review process are identified leading to recommendations for improvements to how originality is assessed.

Originality is an important goal of research. However, relatively little is known about the characteristics and motivations of individual researchers or about the facilitating or hindering factors that, in combination, can lead to original research outputs. This is a gap this study aims to fill. Interviews with 20 highly original academics (identified by their peers) active in the field of tourism identify four shared main traits among such researchers—nonconformism, commitment, self-confidence, and interdisciplinarity—and the importance of situational factors. The findings also show that there is no single optimum way of “becoming original” and, therefore, efforts to “replicate” originality may constrain rather than enable originality. From a managerial perspective, this suggests that it is easier to remove barriers than to positively facilitate original research.