The dominant line of thought in strategic management was spawned by Michael Porter’s books on competitive advantage. Commencing in the mid-1980s, Porter’s thinking was applied to information technology. A theory of strategic information system (SIS) emerged and quickly gained popularity. This paper considers the applicability of SIS theory to circumstances in which competition does not exist, or is constrained. There different perspectives are adopted. One leads to questions as to whether “low –competitive contexts ‘really exist. The second results in the conclusion, that conventional SIS theory is inapplicable to at least those government agencies whose primary mission is policy formulation or implementation. The third doubts whether there is any instrumentalist ‘value in the models that conventional SIS theory provides.