Sustaining strategic advantage in the information age

In the information age, the dynamics of competition is intensifying. In such dynamic environments, how long can firms exploit an (IT based) advantage? We classify various well known IT strategy frameworks by the strategy theory they are based on and summarize their basic logic. We show that traditional strategy thinking ignores speed of change or dynamics of competition. A new strategy framework, sustainability analysis (J.R. Williams, 1992; 1998), extends strategy theory, and takes into account dynamics and different speeds of change. We describe this new strategy framework and how it advances our understanding regarding the sustainability of a competitive (IT based) advantage.