- Identify and describe educational experiences
associated with autism
- Critique own and others’ biases, prejudices and
assumptions associated with education support
for individuals with autism.
- Analyse contemporary educational practices for
supporting individuals with autism
- Demonstrate research and communication skills
for post graduate level.
ble, inimitable, and non-substitutable, it results into sustainable competitive advantage over time (Barney, 1991) as firms “grow isolating mechanisms or resources position barriers that secure economic rent” (Lavie, 2006, p. 640). DMC’s are robust and can be used in different ways to speed the firm\’s adaption to environmental change and hence provide momemtun to organizations. The DMS’s are bestowed with the characteristic of ‘asset interconnectedness’ (Teece et al., 1997). This produces causal ambiguity that makes it generally difficult for competitors to extricate the source of a firm’s observed performance advantage (Reed and Defillipi, 1990).Thus the second layer of market orientation and its interaction with the first layer of marketing capabilities products the second order construct of dynamic marketing capabilities and provides momentum to the firm by sustaining the advantage in dynamic markets. Based on the above the following hypotheses have been presented: H4: The interaction effect of Market orientation and Market Capabilities (MO*MC) has a positive impact on firm competitive advantage H5: The relationship of Interaction effect of Market Orientation and Marketing Capabilities (MO*MC) has stronger impact on competitive advantage than the individual effect of the constructs. Firms like 3M, Google are intensely entrepreneurial and hypercompetitive where the quest for new sources of competitive advantage moves at a super speed. Hence the predictive power of dynamic marketing capabilities is rendered limited and short lived as there is continuous innovation or instance of disruptive innovation in terms of products, process and business models. High performing established firms need to tap new sources of advantage from exploring uncharted turfs of the external environment and quickly deliver new products/ services/ business models by converting the novel opportunities to distinctive competencies. Entrepreneurial Orientation and its dimensions of proactiveness, innovativeness and risk taking ability form a third layer of our integrative model for such adaptive and innovative enterprises and provides augmented momentum to the firm thus amplifying its ability to compete to the maximum. Combining all the three layers firms develop entrepreneurial dynamic marketing capability by which competitive advantage is not only sustained but also regenerated. Literature recognizes entrepreneurship as the core of the dynamics of capitalism (Baumol, 1993) and entrepreneur becomes the ‘the driving force of the whole market system’ (Mises, 1949: 249). To compete successfully, ahead of the competitors, entrepreneurial firms continuously create, discover, and exploit opportunities (Hamel & Prahalad, 1994; Sathe, 2003; Ucbasaran West head, Wright, 2009). The redesigning of the value chain and reconceptualization of customer value is obta>GET ANSWER