Date of Award


Document Type


Degree Name

Doctor of Business Administration (DBA)


Business Administration

First Advisor

Habib Mahama

Second Advisor

Dr. Abdul Karim Khan

Third Advisor

Najah Abu Ali


In today’s economic environment, intense competition in the corporate world has prompted organizations to focus on creating and maintaining a sustainable competitive advantage (SCA). The purpose of this study is to explore the impact of enterprise information management capability (EIMC) on SCA. This study focuses on EIMC as

An essential organizational dynamic capability and empirically examines the relationship between EIMC and SCA, both directly and indirectly, via two mediators: knowledge management (KM) and total quality management (TQM).

This study used the theory of dynamic capability (DC) as the theoretical framework. Four constructs (EIMC, KM, TQM, and SCA) were developed and nine research hypotheses were examined. A mixed methods research design was used to collect primary data. The data was collected from twelve (12) semi-structured interviews with twelve (12) decision-makers from different organizations in the UAE. In addition, an online cross-sectional survey produced 144 responses from middle-level managers in UAE organizations. The survey data was analyzed using a partial least squares (PLS) approach to structural equation modeling. The results of the PLS measurement model suggest that the items used to measure the constructs were valid and reliable, and the results of the structural equation model supported every one of the research hypotheses. Moreover, the qualitative interviews’ data also supported every one of the research hypotheses. Therefore, the study results suggest that EIMC impacts positively on organizations’ SCA, both directly and indirectly. The indirect relationship is mediated through KM and TQM, and is serially mediated via both KM and TQM. These findings are generally consistent with the extant literature and support the notion of direct and indirect relationships between EIMC and SCA. However, the literature to date has paid little attention to these relationships.

This research contributes to the knowledge concerning EIMC, TQM, and KM by providing empirical evidence of their ability to create and sustain a competitive advantage. In short, if EIMC is properly developed, it helps organizations to achieve KM, TQM and thus gain and sustain competitive advantage. Understanding the direct and indirect impacts of EIMC on SCA can positively affect organizations’ performance. Further research has been recommended to further critique an investigate the proposed model, especially in non-UAE contexts, and to extend the model by examining other mediators between EIMC and SCA.


My research provides a framework for UAE organizations that seek to achieve sustainable competitive advantage by developing a model that highlights the impact of EIMC on SCA, and by demonstrating the practical significance of EIMC, KM, and TQM in this context.

It assists UAE organizations in understanding the nature of the EIMC and encourages their decision-makers to invest in empowering their firms’ EIMC, KM, and TQM to achieve SCA.

It also assists UAE organizations in understanding the role of KM and TQM in achieving SCA.

Included in

Business Commons