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The paper focuses on the management of the innovation process. It provides a more comprehensive approach for the analysis of the mutual relationships among creativity, knowledge and innovation (CKI), thus going beyond the one-to-one basis of analysis prevailing in literature. Given the varied set of stakeholders concerned with innovation process outcomes, the need for adopting different perspectives emerges (i.e. macroeconomic, institutional, socio-cultural and corporate). A framework, including a set of indicators grouped by perspective is proposed in order to help capture several outputs of innovation processes.

This is a qualitative research paper based on the literature review and the development of theoretical remarks. The multiple-case study approach corroborates the theoretical analysis.

The model aims to provide an operating tool for the management of innovation processes. It helps to assess the impact of innovation plans and operating actions at any level. The model may support decision making and control tasks in operating contexts, providing a strategic tool for governments and managers. This paper may encourage academicians to refine the CKI perspective and improve the model's capacity to predict and assess the impacts of innovation processes.

The framework may help when analyzing a CKI interaction system. It allows understanding of the dynamics between creativity vs knowledge resource policies (creativity-based approach vs knowledge-based approach) and innovation goals. The model also serves to deepen the circular nature of CKI interactions and their outcomes.

Purpose – In an attempt to enhance patient safety, health care facilities are increasingly turning to crew resource management (CRM) and other teamwork training interventions. However, there is still quite a bit about such training interventions that remain unclear. Accordingly, our primary intent herein is to provide some clarity by providing a review of the literature, in hopes of highlighting the current state of the literature as well as identifying the areas that should be addressed by researchers in this field going forward.

Design/methodology/approach – We searched various electronic databases and utilized numerous relevant search terms to maximize the likelihood of identifying all empirical research related to the use of CRM training within health care. Additionally, we conducted a manual search of the most relevant journals and also conducted a legacy search to identify even more articles. Furthermore, given that as a research team we have experience with CRM initiatives, we also integrate the lessons learned through this experience.

Findings – Based on our review of the literature, CRM and teamwork training programs generally appear beneficial to individual employees, the groups and teams within such settings, and overall health care organizations.

Originality/value – In addition to reviewing the literature that addressed CRM and teamwork training, we also highlight some of the more critical aspects of CRM training programs in order for such initiatives to be as successful as possible. Additionally, we detail various factors that appear essential to sustaining any benefits of CRM over the long haul.