Reference no: EM132451340

Competition has, since the 1990s, led to wider gaps between industry leaders and laggards. There are more "winner-take-all" environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We've seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.

1. Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.

2. Examine the "cannibalization" strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two business examples.

3. Determine whether changes in business strategy should entail reassessment of IS. Provide three reasons to support your position.

4. Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities and what, how, and who should use social IT for a social business strategy.

5. Use at least three quality resources in this assignment.