How do creative business models emerge? This question is at the heart of a recent study by Christian Garaus, Stefan Konlechner, and Christopher Lettl, published in the Journal of Management Studies.

Drawing on real-time observations of 101 experienced business model designers, the authors identify specific configurations of cognitive problem-solving strategies—such as the use of analogies or the deliberate postponement of complex subproblems—that lead to the creation of novel and high-quality business models. The study contributes to the cognitive perspective in strategy research and demonstrates that creativity often results from the interplay of diverse mental strategies.

The full article, titled Problem-Solving Strategies for Creativity in Business Model Design: A Configurational Study, is available Open Access in the Journal of Management Studies.
DOI: 10.1111/joms.13200