External performance barriers in business networks: uncertainty, ambiguity, and conflict

Abstract

Abstract Purpose – This paper aims to discuss the concepts of uncertainty, ambiguity, and conflict in business networks in relation to firm performance. The paper aims to argue that uncertainty, ambiguity, and conflict are useful concepts for understanding firm performance and the way companies cope with external barriers to their performance. Design/methodology/approach – The paper is a conceptual contribution based on a literature study and empirical observations by the authors. Findings – The model of external performance barriers indicates four different barriers, each based on a different logic, thus demanding different tools for addressing them. Research limitations/implications – The model establishes a better developed basis for further analysis of external performance barriers. The model is based on theoretical argumentation, and thus without empirical testing. Practical implications – Managers are encouraged to analyze the different external barriers and the impact of those on firm performance. Furthermore, potential ways of reducing barriers are presented to inspire managers to potential action. Originality/value – The paper contributes by developing a systematic view of external barriers of firm performance and potential managerial solutions to these barriers.