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Master of Business Administration

Searching for a leading MBA University in Dubai, Sharjah, Ajman, Abu Dhabi, Umm Al Quwain, Ras Al Khaimah or Fujairah?

Through CU Ajman’s MBA program, students can advance their careers, increase their earning potential, and become more equipped to excel in a competitive and dynamic national, regional and global business environment. Its MBA program instills the knowledge, skills and experience needed to pursue personal and professional development, as well as excel in today’s competitive work environment.

An international student body and high quality curriculum, delivered by qualified and experienced faculty, ensures an exceptional learning experience.

Reasons To Opt for CU Ajman’s Master of Business Administration Degree Program

Acquiring an MBA at CU Ajman allows student to prepare for a rapidly evolving business environment. It enables students to explore the latest global business trends, apply the newest management tools and techniques, and challenge themselves to improve businesses and teams.

MBA is a globally-recognized qualification; it will give way to new opportunities for students to work in any country of their choice and will increase their earning potential.

Students can choose from diverse range of MBA programs, which fit their interest and requirements and complete their study within one year at an affordable price. While studying an MBA, students can also gain access to great networking opportunities by interacting with colleagues, professors, and specialist during field visits.

Our MBA program meets all international standards, and is delivered through highly experienced and qualified faculty, focused on students’ development. City University Ajman holds an outstanding reputation for delivering excellence in teaching, and our membership at AACSB International stands testimony to our dedication to imparting state-of-the-art business education.

Whether you are interested in a career switch, or wish to take the next step towards establishing a promising career in the business world, CU Ajman’s MBA program is a great choice for students looking for an opportunity to continue their education in a leading MBA University in Dubai, Sharjah, Ajman, Abu Dhabi, Umm Al Quwain, Ras Al Khaimah or Fujairah.

Get In Touch Today

For further details, please contact us at +971 6 711 0000. You can also email your queries to: info@cu.ac.ae.

Program Vision and Mission

Program vision:

To be a premier UAE-based International Business School producing transformational thought leaders capable of contributing to a knowledge-based economy.

Program mission:

To prepare students in the various domains of business administration for successful professional careers in knowledge-based economies and to assume leadership roles in dynamic global business environments. By promoting innovation and entrepreneurship, and collaboration with all stakeholders, the program strives to create impact on local and regional communities.

Program Educational Aims

The MBA-TQM program aims to provide its students with:

  • Advanced business management knowledge to succeed in rapidly-changing business environments.
  • Critical thinking and collaborative skills to serve national and multinational enterprises that create value in a dynamic global economy.
  • Leadership and interpersonal skills to become agents of organizational development, change and corporate social responsibility.
  • Opportunities for self-assessment, continuous learning and career growth to become exemplary future business leaders.
  • Applied research and industry exposure to help identify opportunities for contributing to a knowledge economy.

Program / Graduation Requirements

CU Ajman delivers courses in the MBA program through a series of eight-week modules. A module consists of two, 3-credit hour courses. Each class meets twice a week and each class session is three hours, which is a total of six classroom hours for each course every week.

MBA Program Requirements
COMPONENT COURSES CREDIT HOURS
Core Courses 7 21
Specialization Courses 5 15
Total Required 12 36
Graduation Requirements

To be eligible for graduation, students must satisfy each of the following requirements:

  • Satisfactorily complete the MBA curriculum
  • Achieve a CGPA of at least 3.00.
The Master of Business Administration in Total Quality Management (MBA TQM) requires that a student complete 39 credit hours and attain a minimum cumulative GPA of 3.00.
The Program Completion Requirements are as follows:

CATEGORY COURSES CREDIT HOURS
Core Courses 7 21
Specialization Courses 4 12
Dissertation Course 1 6
Total  12 39

MBA Remedial courses

The below MBA Remedial courses are for the students conditionally admitted with a CGPA less than 2.5 out of 4.0, and for the students with non-business background. 

Course Code Course Name  Credit Hours 
MGT – 302 Management & Organizational Behavior  3 CH not counted towards the MBA program credits or CGPA 
FIN – 301 Financial Management  3 CH not counted towards the MBA program credits or CGPA
BUS – 102 Business Statistics 3 CH not counted towards the MBA program credits or CGPA

 

Courses Description

Course Title Management and Organizational Behavior Course Code MGT – 302 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course provides an overview of the major functions of management like planning, organizing, staffing, leading, and controlling. It also provides a balanced coverage of all the key elements comprising the discipline of Organizational Behavior in a style that students will find both informative and interesting.
Students will learn about the relation between structure and culture; leadership, motivation, teamwork, and communication.
Course Title Financial Management Course Code FIN – 301 Credit Hours 3
Pre-requisite(s) None Co-requisite None
The course gives an understanding and perspective on the financial management functions in an organization. It provides the ability to use tools like financial statement analysis, financial planning and working capital management. It enhances long term investment decisions through the use of valuation principles and equips students with the ability and confidence to tackle common financial problems in practice.
Course Title Business Statistics Course Code BUS – 102 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course introduces students to statistical analysis and how it relates to business decision making. Students will learn how to apply statistical tools for the collection, presentation, description, analysis and interpretation of data in business contexts. Topics covered include variables, levels of measurements, basic survey design, descriptive measures, probability analysis, sampling methods, confidence interval and hypothesis testing, and correlation and regression analysis. The course includes theoretical and practical lectures.
Course Title Organizational Behavior and Leadership Course Code MGT 565 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course focuses on the study of human behavior in organizations. Students will learn to apply various theoretical concepts and practical methods for understanding, analyzing, and predicting individual and group behavior, teamwork, motivation, interpersonal conflict, and communication. In addition, students will learn various leadership theories and practices in the organization and global leadership. Students will also conduct critical analyses of various models and issues related to employee behavior within organizations, analyze cases, and apply theories innovatively and ethically.
Course Title Management Research Methods Course Code MGT 550 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course provides students with the opportunity to identify and apply appropriate research methodologies, including quantitative and qualitative methods approaches, to design, analyze, interpret, and report research results. The main goal of this course is to enable students to make informed decisions using advanced statistical analysis based on accurate, reliable, and timely information, just like managers in a corporate setting.
Course Title Advanced Marketing Management Course Code MKT 570 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course provides an understanding of the application of marketing theories, concepts, and practices as they relate to the management of the marketing function in a complex organization. Emphasis will be on the managerial aspects of marketing plans, including analysis of the external environment. A key element of the course will include the relationship of the “marketing mix” to strategic planning. A clear understanding of the importance of marketing, as well as a grasp of effective marketing practices, will be examined. Students will gain a working knowledge of both marketing theory and the practical application of innovative marketing strategies. They will also come to understand how product, price, place, and promotion contribute to the marketing mix as they explore research-based insights into consumer behavior.
Course Title Managerial Finance Course Code FIN 505 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course provides an introduction to managerial finance, financial statements and analysis, cash flow and financial planning.
Students will also explore the time value of money, capital budgeting techniques, the cost of capital, capital structure, and working capital management.
Course Title Advanced Operations Management Course Code MGT 505 Credit Hours 3
Pre-requisite(s) MGT 550 Co-requisite None
This course helps students to apply the operations management principles and strategies for improving the service/product innovation. Focus is laid on analyzing the design of operations processes from the product-process matrix viewpoint and developing a global supply chain management strategy through the usage of information technology (IT) and inventory management techniques. By studying this course, students will be able to analyze the improvement processes from various perspectives of lean and six sigma tools and apply them successfully in managing projects.
Course Title Designing organizations for Quality Course Code TQM 600 Credit Hours 3
Pre-requisite(s) None Co-requisite None
This course will cover the principles of total quality management and emphasizes the high-performance management practices, such as those reflected in the ISO 9000 and Six Sigma. Topics will include: foundations of quality management, Design for quality, process improvement, quality management systems and managing for performance excellence.
Course Title Business Strategy and Ethics (Capstone) Course Code BUS 502 Credit Hours 3
Pre-requisite(s) FIN 505, MGT 505,MGT 565, MGT 550,MKT 570 Co-requisite None
This is a capstone course and it enables students to learn about the dynamics of strategic management process and strategy formulation in an applied manner. It equips students to critically analyze, interpret, and evaluate both internal and external environments in local and global contexts. By studying this course, students will develop hands-on skills of strategic decision- making frameworks and approaches and be able to apply them successfully at personal, organizational, and societal levels. Focus will be laid on critically analyzing the corporate ethical principles and ethical issues in the workplace, and training students to apply in the dynamic organizational scenarios.
Course Title Planning and Continuous Improvement Course Code TQM 601 Credit Hours 3
Pre-requisite(s) TQM 600 Co-requisite None
This course covers the necessary tools and techniques for continuous improvement and problem solving. Students will learn how to develop their interpersonal skills and work effectively in teams. In addition, this course helps students and guides them through the effective use of problem-solving tools and helps them apply the quality improvement process in all aspects of their work.
Course Title Strategic Performance Measurement Systems Course Code TQM 602 Credit Hours 3
Pre-requisite(s) TQM 600, BUS 502 Co-requisite None
This course focuses on various types of performance indicators for continuous improvements and how to identify indicators that achieve organizations goals and objectives. Students will learn how to develop and design effective performance measurement systems. Topics will include: quality and process indicators, indicators criticalities and curiosities, performance indicators properties, designing a performance measurement system and indicators, measurement, preferences and evaluation.
Course Title Statistical Quality Control Course Code TQM 603 Credit Hours 3
Pre-requisite(s) MGT 505, MGT 550 Co-requisite None
This course introduces students to modern quality control techniques for statistical process monitoring and control. Students will advance their knowledge of the benefits of process improvement tools and apply statistical process control for continuous quality improvement. Topics for the course include Six Sigma processes, control charts for variables and attributes, Process and Measurement System Capability Analysis, Control Charts for Detecting Small Shifts, and Multivariate Process Monitoring and Control techniques.
Course Title Advanced Management Information Systems Course Code MIS 501 Credit Hours 3
Pre-requisite(s) None Co-requisite None
The course provides the students with the knowledge and skills required to utilize information systems for organizations effectively. Students will explore information technology components, information systems in organizations, web-enabled enterprises, and information systems security. The topics are related to the specified areas of business and management.
Course Title Dissertation Course Code TQM 607 Credit Hours 6
Pre-requisite(s) Students must have completed 30 credit hours
The MBA-TQM dissertation course involves the investigation of a quality management problem by the student. The student has to choose the research topic from the area of TQM and carry out applied research in quality related issues. The MBA-TQM dissertation course enables the student to demonstrate their overall understanding of the courses studied in the MBA program.

Under the guidance of a supervisor, the student will be able to apply appropriate methodologies to articulate the identified problem and critically analyze the issues involved. The student will be able to present the outcomes of the analysis and recommend solutions appropriate to the field of work.

Program Structure: (All Program Course Listing)

The below MBA Remedial courses are for the students conditionally admitted with a CGPA less than 2.5 out of 4.0, and for the students with non-business background. 

Course Code Course Name  Credit Hours 
MGT – 302 Management & Organizational Behavior  3 CH not counted towards the MBA program credits or CGPA 
FIN – 301 Financial Management  3 CH not counted towards the MBA program credits or CGPA
BUS – 102 Business Statistics 3 CH not counted towards the MBA program credits or CGPA

 

MODULE   COURSE CODE   COURSE NAME CREDIT HOURS PREREQUISITE
1 MGT 565 Organizational Behavior and Leadership 3  
MGT 550 Management Research Methods 3  
2 MKT 570 Advanced Marketing Management 3  
FIN 505 Managerial Finance 3  
3 MGT 505 Advanced Operations Management 3 MGT 550
TQM 600 Designing organizations for Quality 3  
4 BUS 502 Business Strategy and Ethics (Capstone) 3 FIN 505, MGT 505,

MGT 565, MGT 550,

MKT 570

TQM 601 Planning and Continuous Improvement 3 TQM 600
5 TQM 602 Strategic Performance Measurement Systems 3   TQM 600, BUS 502
TQM 603 Statistical Quality Control 3   MGT 505, MGT 550
6 MIS 501 Advanced Management Information Systems 3  
TQM 607 Dissertation 6 Completion of 30 credit hours
7 TQM 607 Dissertation (continued)    
  Cumulative Credit Hours 39 

 

 

Pre-MBA Program

COURSE NUMBER COURSE NAME TEACHING HOURS Non-credit
ACC 101 Accounting 1 3
BUS 102 Business Statistics 3
ECO 201 Microeconomics 3
FIN 301 Financial Management 3
MKT 302 Principles of Marketing 3
Total Teaching Hours 15

MBA Core Courses

COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 1
MIS 501 Advanced Management Information Systems 3
MGT 550 Management Research Methods  3
MKT 570 Advanced Marketing Management 3
FIN 505 Managerial Finance 3
MGT 505 Advanced Operations Management 3
MGT 565 Organizational Behavior and Leadership 3
BUS 502 Business Strategy and Ethics (Capstone) 3 FIN 505; MGT 505; MKT 570
Total Credit Hours 21

MBA – Total Quality Management

COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 1
MIS 501 Advanced Management Information Systems 3
MGT 550 Management Research Methods  3
Total Credit Hours 6
COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 2
MKT 570 Advanced Marketing Management 3
FIN 505 Managerial Finance 3
Total Credit Hours 6
COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 3
MGT 505 Advanced Operations Management 3 MGT 550
MGT 565 Organizational Behavior and Leadership 3
Total Credit Hours 6
COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 4
BUS 502 Business Strategy and Ethics (Capstone) 3 FIN 505; MGT 505; MKT 570
TQM 600 Designing Organizations for Quality 3
Total Credit Hours 6
COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 5
TQM 601 Planning and Continuous Improvement 3 TQM 600
TQM 602 Strategic Performance Measurement Systems 3 BUS 502,

TQM 600

Total Credit Hours 6
COURSE NUMBER COURSE NAME CREDIT HOURS PREREQUISITE
MODULE 6
TQM 603 Statistical Quality Control 3 MGT 505,

MGT 550

TQM 604 Service Quality Management (Elective ) 3 TQM 601
TQM 605 Balanced Scorecards (Elective ) TQM 600
TQM 606 Leadership for Performance Excellence (Elective ) MGT 565
Total Credit Hours 6
Cumulative Credit Hours 36

Study Plan

Course Number Course Name Credit Hour Prerequisite
Semester 1
MGT 565 Organizational Behavior and Leadership 3
MGT 550 Management Research Methods 3
Semester 2
MKT 570 Advanced Marketing Management 3
FIN 505 Managerial Finance 3
Semester 3
MGT 505 Advanced Operations Management 3 MGT 550
TQM 600 Designing Organizations for Quality 3
Semester 4
BUS 502 Business Strategy and Ethics (Capstone) 3 MGT 505,FIN 505,MKT 570,MGT 565,MGT 550
TQM 601 Planning and Continuous Improvement 3 TQM 600
Semester 5
TQM 602 Strategic Performance Measurement Systems 3 BUS 502,TQM 600
TQM 603 Statistical Quality Control 3 MGT 505,MGT 550
Semester 6
MIS 501 Advanced Management Information Systems 3
TQM 607 Dissertation 6

Program Learning Outcomes

Students after completing the MBA-TQM program should be able to:

  • Develop an integrated approach to improve organizational performance by using current and emerging management concepts, research methodologies, and technology.
  • Apply advanced problem-solving skills to analyze and solve business problems in different organizational contexts.
  • Articulate ethical strategic decisions to demonstrate leadership and responsibility.
  • Manage professional activities both independently and collaboratively within organizational contexts.
  • Design TQM programs using internationally recognized quality management systems and frameworks.
  • Evaluate the effectiveness of total quality management systems and recommend feasible and innovative improvements.

Students who successfully complete the MBA program should be able to:

  • Apply current and emerging management concepts, methodologies and technology to solve business problems.
  • Analyze complex finance and operations issues critically and recommend effective improvements.
  • Use professional management communication skills and management information systems to conduct business research, make business decisions, and solve management problems.
  • Take responsibility to make and implement highly complex and ethical decisions in a variety of managerial and business contexts.
  • Prepare professional business activities both individually and in work teams to achieve organizational goals.
  • Design ethical, sustainable, and socially responsible business strategies.

Faculty Profiles

Name: Dr. Babeet Gupta

Academic Position: Associate professor

Email: b.gupta@cuca.ae

College/Department:

Master of Business Administration

Education:

  1. a) Ph.D in Management.
  2. b) Post Graduation in Management with specialization in Marketing (1996-1998).
  3. c) Bachelor of Engineering (1991-1995).

Professional Experience:

Work Experience (Teaching experience)

Associated with CUCA and various UAE universities since September 2011.

Work Experience (Industrial experience)

Associated with TATA Motors and Saud Bahwan Group for more than 15 years from June 1998.

Teaching Areas:

Marketing Management, Strategic performance Management, Innovation and Entrepreneurship, Business strategy

Research Areas:

Consumer behavior, Market entry strategy, Customer equity, Business model innovation

Memberships:

Academy of Marketing science (USA)

Conference Presentation:

  1. Significance of Customer centric strategic orientation for effective Customer Relationship Management. Research paper presented and published in 4th International Conference on Business & Management held at Skyline University, Sharjah in March 2017. 
  2. Enhancing student employability: A novel approach to addressing the current and future skills-gaps in the UAE. Research paper published and presented in 7th QS-Maple International Conference held at Dubai world Trade Centre, Dubai in May 2017.
  3. Smart learning in Management Education: Challenges & Opportunities. Research paper presented in the Smart learning Conference held at CUCA, Ajman in April 2018.

Publications:

  1. Changing Consumer Behaviour Paradigms: Does gender and marital status influence grocery shopping behaviour? Research paper published in Indian Journal of Marketing, Vol 47, issue 10, October 2017. (Scopus indexed/ABDC ranking journal).
  2. Business Model Innovation – the vital link to business Continuity. Research paper published in European Journal of Business and Management, Vol.10, No. 18, June 2018.
  3. Building Dynamic Capability with Business Model Innovation: A New Imperative for the UAE Markets. Research paper published in Asian Journal of Multidisciplinary Research, Vol.8, No. 4, April 2019.
  4. Mapping Employer’s Perspectives on Student Employability to Address Skills-Gaps in the United Arab Emirates. Research paper published in International Journal of Business Innovation and Research, Vol. 23, No. 3, November 03, 2020. (Scopus indexed). DOI: 10.1504/IJBIR.2020.10023042
  5. Innovation and Leadership: A Study of Organizations based in the United Arab Emirates; Warsaw, Vol. 13, Issue 1, 08 June,2021, pp73-84. DOI:10.2478/fman-2021-0006 (Scopus indexed).

Name: Dr Riktesh Srivastava

Academic Position: Associate Professor, MBA

Email: r.srivastava@cuca.ae

College/Department:

College of Business/MBA

Education:

  • PhD - Electronics Engineering, Dr RML Avadh University, India

Topic: Queuing Theory Application in Estimation of Gateway Computer of Internet

(Received Equivalency from MOE, UAE)

  • MBA (Major: Marketing, Minor: Operations Management), Indira Gandhi National Open University, IGNOU, India,
  • General Management Program, Indian Institute of Management, Ahmedabad, India
  • MSc (Electronics Engineering), Dr RML Avadh University, India.
  • BSc (Physics/Mathematics), Dr RML Avadh University, India.

Additional Credentials/ Certifications:

  • Six Sigma White Belt (Council of Six Sigma)
  • Six Sigma Yellow Belt (Amile Institute)
  • Six Sigma Principles (Kennesaw State University, through Coursera)
  • The Balanced Score Card Professional Certificate (The Academy of Europe Open University)
  • Total Quality Management Professional Certificate (The Academy of Europe Open University)
  • Customer Analytics (Wharton, University of Pennsylvania, from Coursera)
  • Foundations of Marketing Analytics (ESSEC Business School, through Coursera)
  • Introduction to Data Analysis using Excel (Rice University, through Coursera)
  • Fundamentals of Project Planning and Management (University of Virginia, from Coursera)
  • Foundations of E-Commerce (NTU, Singapore, from Coursera)
  • Innovation and Information Technology Management (IIM, Bangalore, from edX)
  • An Introduction to Marketing (Wharton, University of Pennsylvania, from Coursera)
  • Marketing Analytics (University of Virginia, from Coursera)
  • The Fundamentals of Digital Marketing (Google)
  • Decision trees and dealing with uncertainty (The Open University)
  • Digital skills: Digital Skills for Work and life (Accenture)
  • Making decisions (The Open University)
  • Statistical Methods for Decision Making (Great Learning Academy)
  • Technology, innovation and management (The Open University)
  • Project Management Essentials Certified (Management and Strategy Institute)

Professional Experience:

Academic Employments:

September 2020-To date

Associate Professor, MBA, City University

College of Ajman, UAE.

September 2019-August 2020

Chair, School of Engineering and Information

Technology, Al Dar University College, Dubai,

UAE.

November 2013 - July 2019

Associate Professor, School of Business, Skyline University College, Sharjah, UAE.

August 2008 - October 2013       

Assistant Professor, School of Business, Skyline University College, Sharjah, UAE.

July 2003 – June 2005             

Assistant Professor, Institute of Management Studies, Dehradun, India.

June 2001 – June 2003

Senior Lecturer, Institute of Management Studies, Dehradun, India.

December 1999 - December 2000  

Lecturer, International Institute for Special Education, Lucknow, India.

 

Other Appointments:

May 1998 - November 1999 

Programmer, AG Computers, India

January 2001 - May 2001

Project Head, Networks InfoTech Pvt. Ltd., India                     

July 2005 - August 2008  

Research Scholar, Department of SSP and Electronics Engineering, Dr RML Avadh University, India (PhD).

Teaching Areas:

  • Management Information Systems
  • Statistical Quality Control
  • Business Statistics
  • Business Research Methods
  • Business Analytics
  • Quantitative Techniques for Business
  • Emerging technologies of Information Systems

Research Areas:

  • Electronic Commerce (Using queuing theory for response analysis)
  • Business Analytics (Descriptive and Predictive Analytics)
  • Developments in Business Information Systems (Electronic Business, Cloud Computing and Blockchain)

Memberships:

Professional Organization Member

  • Internet Society (Permanent Member)
  • KES International (Permanent Member)
  • International Association of Innovation Membership

Committee Member

  • International Journal of Reviews in Computing [Scopus Indexed]
  • Journal of Theoretical and Applied Information Technology[Scopus Indexed]
  • International Journal of Blockchains and Cryptocurrencies
  • Amity Journal of Management Research
  • Journal of Contemporary Issues in Business Research

Conference Presentation:

  1. Srivastava, R. (2021). We need you but don’t know how: Employee Attrition and Machine Learning, First Virtual International Conference of Human Resource Management, CUCA, Ajman, UAE.
  2. Srivastava, R. (2018). Reviews analysis of Online retail stores in UAE: Analytical study of sentiments through social media, 7th SGBED International Research Symposium, Dubai, UAE.
  3. Srivastava, R. (2018). Exploration of in-memory computing for big data analytics using queuing theory. In Proceedings of the 2nd International Conference on High-Performance Compilation, Computing and Communications (pp. 11–16). New York, NY, USA: ACM. https://doi.org/10.1145/3195612.3195621.
  4. Srivastava, R. (2016). Identification of CLV for online shoppers using RFM Matrix: A Case-Based on Features of B2C Architecture, International Conference on Big Data Analytics, Singapore.
  5. Big Data Retail Analytics and Production Distribution Model for Sales Prediction, International Conference on Business Analytics and Intelligence, Bangalore, India.
  6. Srivastava, R. (2015), Cluster Analysis of Buyers for a B2C Electronic Commerce: Strategy to estimate CLV using RFM and Game Theory, 4th Abu Dhabi University Annual Research Conference, Abu Dhabi, UAE.
  7. Srivastava, R., et. al. (2015), Exploring online purchase behavior of travel services using RFM matrix, 4th Abu Dhabi University Annual Research Conference, Abu Dhabi, UAE.
  8. Srivastava, R. (2014), Implementation of Information Retrieval (IR) in an Electronic Commerce Architecture using Back Propagation Network Learning Algorithm, International Conference on Innovative Engineering Technologies, Bangkok, Thailand.
  9. Srivastava, R. (2014), Effective utilization of Mobile Agents for e-SCM with reference to online tourism, International Conference on Tourism Milestone, Sharjah, UAE.
  10. Srivastava, R., et al. (2014), Blueprint for Improving University Services in UAE through Emirates ID: 360 Degree Approach, World ID Conference, Abu Dhabi, UAE.
  11. Srivastava, R. (2013), Evaluating the QOS for E-Commerce Architecture using proposed WQM Algorithm, Information Systems International Conference (ISICO), Bali, Indonesia.
  12. Srivastava, R. (2012), Mathematical analysis of B2C e-Tourism architecture: Comparative study between n-Tier and Cloud computing model using Queuing Theory, Global Prospective of Business and Management-Changing Dynamics, Sharjah, UAE.
  13. Srivastava, R. (2012), Evaluation of Response Time using Gang Scheduling Algorithm for B2C Electronic Commerce architecture implemented in Cloud Computing Environment by Queuing Models, 3rd International Conference on Networking and Information Technology (ICNIT 2012), Pune, INDIA.
  14. Srivastava, R. (2011), Analysis of job scheduling algorithm for an e-Business Model in a Cloud Computing Environment via G1/G/3/n/k Queuing Model, International Conference on Business and Technology, Dehradun, India.
  15. Srivastava, R. (2011), Analysis of Mobile Agent-based e-Supply Chain Management System using Queuing Theory: A comparative study between MM1 and MD1 models, Conference on Business Constancy and Strategic Expansion, Sharjah, UAE.
  16. Srivastava, R. (2010), Mathematical Analysis of Electronic Commerce Architecture using Queue Theory, International Conference on Mathematics of Date, Allahabad, India.
  17. Srivastava, R. (2007), Memory Estimation of Internet Server using Queuing Theory: Comparative Study between M/G/1, G/M/1 and G/G/1 Queuing Model, 5th International Conference on Dynamics Systems and Applications, Atlanta, USA.
  18. Srivastava, R. (2007), Estimation of Buffer Size of Internet Gateway Server via G/M/1 Queuing Model, International Conference on Computer, Information, and Systems Science and Engineering, Bangkok, Thailand.
  19. Srivastava, R. (2007), Memory Estimation of Internet Server using Queuing Theory: Comparative Study between different queue models, 6th Annual ISOne World Conference, Las Vegas, USA.
  20. Srivastava, R. (2007), Memory Estimation of Internet Server via MG1, GM1 and GG1 Queuing Models, 6th Annual ISOne World Conference, 2007, Las Vegas, USA.
  21. Srivastava, R. (2004), Internet Applied to Information Management in Uttaranchal by Queuing Theory, Kumaon University Info, 2004, Nainital, India.
  22. Srivastava, R. (2004), Managing an educational institutions using e-Management Systems: A comprehensive solution, Kumaon University Info, 2004, Nainital, India.
  23. Srivastava, R. (2003), Memory Estimation of Internet Gateway Server using Queuing Theory, Advancements in IT and Management (AIM), 2003, Dehradun, India.
  24. Srivastava, R. (2003), Queuing Theory Application in Estimation of Buffer of Gateway Computer of Internet Server using MM1 model, TICE, 2003, Thapar University, India.

Publications:

Journal Publications

  1. Srivastava, R. et al. An Empirical Study on Channel attributes of Online and Offline channels based on Engel-Kollat-Blackwell(EKB) model (Accepted for publication in World Review of Entrepreneurship, Management and Sustainable Development, Scopus)
  2. Srivastava, R. Visual Sentiment Exploration of Customer Emotions using Image Analytics (Accepted for publication in International Journal of Business Analytics and Intelligence)
  3. Srivastava, R., et. al (2019). Hashtag Marketing and Indian Brands – Sentiments Exploration, International Journal of Innovative Technology and Exploring Engineering, 9(1), 3601-3608 [Scopus].
  4. Srivastava, R. (2019). Computational Smart Grid and DAM Queue, International Journal of Recent               Technology and Engineering, 8(3), 8050-8052. [Scopus]
  5. Srivastava, R. (2019). Mathematical Assessment of Blocks acceptance in Block chain using Markov Model, International Journal of Block chains and Cryptocurrencies, 1(1), 42-53. [Inderscience]
  6. Srivastava, R. (2019). Block chain and transaction Processing Time Using M/M/1 Queue Model. International Journal of Recent Technology & Engineering, 7(5), 3-8. [Scopus]
  7. Srivastava, R. at al. (2019). Reviews Analysis of Online Retail Stores in UAE: Analytical Study of Sentiments Through Social Media. International Journal of Innovative Technology and Exploring Engineering, 8(4), 5, 88-92. [Scopus]
  8. Srivastava, R. (2019). 3 years - 3 moves – Government verdicts to renovate Customary “Bharat” to Contemporary “India”: Evaluation of opinions from citizens, International Journal of Business and Data Analytics.1(1), 54 – 68. [Inderscience]
  9. Srivastava, R. (2018). Exploration of In-memory Computing for Big Data Analytics Using Queuing Theory. In Proceedings of the 2nd International Conference on High-Performance Compilation, Computing, and Communications, 11-16. https://doi.org/10.1145/3195612.3195621 [Scopus]
  10. Srivastava, R. (2018). Big Data Retail Analysis and Product Distribution (BREAD) Model for Sales Prediction. Indian Journal of Computer Science, 3(1), 7-16–16. https://doi.org/10.17010/ijcs/2018/v3/i1/121853 [Index Copernicus]
  11. Srivastava, R. (2017). Consumer Feedback Analysis Through Social Media for B2C Electronic Companies in India, International Journal of Business Analytics and Intelligence, 5(2), 30-36. [UGC J. No: 10400]
  12. Srivastava, R., et al. (2017). Social Media Analysis of Higher Education Institutions in UAE. International Journal of Applied Information Systems, 12(6), 16–20. https://doi.org/10.5120/ijais2017451708
  13. Srivastava, R. (2017). Optimal Processing Time for B2C Electronic Commerce Architecture in a Cloud Computing Environment. International Journal of Distributed and Cloud Computing, 5(1), 12–16. [UGC J. No: 10612]
  14. Srivastava, R. (2016). Identification of CLV for Online Shoppers Using RFM Matrix: A Case Based on Features of B2C Architecture. World Academy of Science, Engineering and Technology, Economics and Management Engineering, 10(3), [International Science Index]
  15. Srivastava, R. (2016). Mathematical Assessment of CDN Servers in a Cloud Computing Environment: A Case of Big Data for e-Governance. International Journal of Computer Applications, 141(3),29-33. 10.5120/ijca2016909584. [UGC J. No: 10523]
  16. Srivastava, R. (2016). Identification of Customer Clusters using RFM Model: A Case of Diverse Purchaser Classification. International Journal of Business Analytics and Intelligence, 4(2). [UGC J. No: 10400]
  17. Srivastava, R., et al. (2015). Information System Framework for analyzing the Consumer Buying Behavior of Water purchases in UAE. International Journal of Excellence in E-Solutions for Management, 4(1), 1–9.
  18. Srivastava, R. (2014). Mathematical Assessment of “Blogging Effect” on Consumer Buying Behavior. International Journal of Business Information Systems Strategies, 3(2), 1–9. https://doi.org/10.14810/ijbiss.2014.3201 [Index Copernicus]
  19. Srivastava, R. (2014). Mathematical Exploration of B2C Electronic Commerce architecture via Backpropagation Network Learning Algorithm. International Journal of Computer Science & Network Solutions, 2(3), 98–107. [Thomson Reuters, ESCI]
  20. Srivastava, R. (2014). Analysis of n-Tier Electronic Commerce Architecture Using Different Queuing Models. Research Chronicler, 2(3), 239–246.
  21. Srivastava, R. (2014). Assessment of the Performance for E-Commerce Architecture Vis-à-vis Advance Queuing Topology Algorithm (AQTA). International Journal of Computer Applications, 85(6), 21–25. https://doi.org/10.5120/14846-3200. [UGC J.No: 10523]
  22. Srivastava, R. et al. (2013). Business Information Systems Project Success or Failure Factors for an Organization e-Transformation Approaches. International Journal of Applied Information Systems, 6(6), 35–41. https://doi.org/10.5120/ijais13-451070
  23. Srivastava, R. (2013). Evaluation of Response Time Using Gang Scheduling Algorithm for B2C Electronic Commerce Architecture Implemented in Cloud Computing Environment by Queuing Models. International Journal of Future Computer and Communication, 71–75. https://doi.org/10.7763/IJFCC.2013.V2.124
  24. Srivastava, R. (2012). Estimation of Web Proxy Server Cache Size using G/G/1 Queuing Model. International Journal of Computer Science Engineering and Information Technology Research, 2(1), 46-58. 10.5958/j.0975-8070.1.1.003.
  25. Srivastava, R. (2012). Analysis of Job Scheduling Algorithm for an E-Business Model in a cloud computing environment via GI/G/3/N/K queuing model. International Journal of Advancements in Technology, 3(4), 215-229. 10.1.1.302.6360. [Index Copernicus]
  26. Srivastava, R. et al. (2012). Mathematical model using BI for improving E-Commerce Businesses applicability’s, Research Journal of Science and IT Management, 1(10), 22-27. [Index Copernicus]
  27. Srivastava, R. (2011). Analysis of Mobile Agent-based –Supply Chain Management System using Queuing Theory: A comparative study between M/M/1 and M/D/1 models. International Journal of Research in Computer Application & Management, 1(10), 7-17.
  28. Srivastava, R. (2011). Implementation of Information Retrieval (IR) algorithm for cloud computing: A comparative study between with and without Map Reduce Mechanism. Journal of Contemporary Issues in Business Research, 1(2), 42-56. [Index Copernicus] [UGC J. No: 2229581X]
  29. Srivastava, R. (2009). Distributed Caching System for n-tier Web Application Using Java: A Comparative Study between JCS, Ehcache, OSCache and Cache4J. Invertis Journal of Science & Technology, 2(3), 143-152. [Index Copernicus]
  30. Srivastava, R. et al. (2008). Design and Implementation of G/G/1 Queuing Model Algorithm for its Applicability in Internet Gateway Server. International Arab Journal of Information Technology, 5(4), 111–119. [Scopus] [UGC J. No: 10124]
  31. Srivastava, R. (2007). Estimation of Total Response Time (TRT) of e-Business Model for High Bursty Traffic using Queuing Theory. Skyline Business Journal, 4(1), 17-21.
  32. Srivastava, R. et al. ((2007). Estimation of Buffer Size of Internet Gateway Server via G/M/1 Queuing Model. International Journal of Applied Science, Engineering and Technology, 1(9), 2680–2688. [Index Copernicus]

Name: Dr. Mahmoud H. Haj-Ahmed

Academic Position: Associate Professor

Email: m.ahmed.cuca.ae 

College/Department:

MBA Program

Education:

¤         Ph. D., Business Administration/ Management, Walden University (The Residential Program), Minneapolis, Minnesota, United States of America.

¤         Master Degree, International Business Law (LLM), City Law School, University of London, UK. 

¤         M. A., Economics (Economic Development), Pacific University, California, United States of America.

¤         Honor Bachelor Degree, Laws (LLB, Hon.), Northumbria University, New Castle Upon Tyne, UK. 

¤         B. Sc., Economics, Pacific University, California, United States of America.

¤         B. Sc. (Part 1), Economics & Social Studies, University of Khartoum, Sudan.

¤         Diploma in Operational Marketing and Planning, Erasmus University, Amsterdam, Holland.

¤         Diploma in Management and Public Relations, Orient Institute, Damascus, Syria.

Professional Experience:

  • 2015 – Present: Associate Professor, Dept. of Business & Management/ MBA Program, City University of Ajman (CUCA), Ajman, UAE.
  • 2015 (Jan) – Sept 2015: Assistant Dean, Middle East University College (MEUC), Muscat, Sultanate of Oman.
  • 2010 – 2015: Dean, General Education Department, Hamdan Bin Mohammed e-University, Dubai, UAE
  • 2006 – 2010: Dean, Academic and Learner Affairs, Hamdan Bin Mohammed e-University, Dubai, UAE.
  • 2000 – 2006: Registrar of the University and Acting Dean, College of Business Studies, Al Ghurair University (in addition, Director, Center for English Language Learning – CELL and HRM Director), Dubai, UAE.
  • 1998 – 2000: Head of Department, Business Administration, National College of Science and Technology, University of Westminster, UK (Salalah Campus), Salalah, Sultanate of Oman.
  • 1997 – 1998, Assistant Professor, American University of Asia (Sharjah College), Sharjah, UAE.
  • 1995 – 1997: Lecturer and Research Fellow, International Management, Training Institute, Montreal, Canada.

Teaching Areas:

  • Strategic Management & Bus. Policy
  • Principles of Management
  • International Business
  • Business Research Methods
  • Introduction to Business and Management
  • Quantitative Methods for Business
  • Total Quality Management
  • Business Law

Research Areas: 

➽        Corporate Governance and Policy

➽        Quality in Higher Education

➽        Trends of International Business & Management

Memberships:

  • Member of the American Doctorate Association (New York State Educators).
  • Member of the American Marketing Association, Chicago, USA.
  • Fellow, Sudan Academy for Administrative Sciences.
  • Winner of the 1976 French Government Award for Academic Excellence.
  • Winner of the 1977 Nile Province "Ideal Student" Prize.
  • Certified on-line faculty, University of Nice (Sophia Antipolis) and HBMeU, Dubai, UAE.
  • Fellow, Computer Applications as a Management Tool, IAMTI & McGill University, Montreal, Canada.

Conference presentations:

  • Human Resource Management Conference (2021). Foreseeing the Future of Human Resources Post Covid -19: Challenges and Opportunities, 17th – 18th March, 2021, Ajman, UAE.
  • Haj-Ahmed, M. H. (2019). Academic Skills Development: Challenges and Trends. University Symposium Series, University of Fort Hare, East London, South Africa, 1st – 5th April 2019.
  • Haj-Ahmed, M. H., Anupam Sirvastav, and Ali Al Uraimi (2015).  Academic Partnership Challenges: The Case of Coventry University and MEC. International Universities Forum Proceedings, Moscow, Vol. 8 (5) 134 – 53. 
  •  Leading Transformation to Sustainable Excellence. 6th Annual Congress, (March 3rd -6th, 2014), HBMSU, Dubai, UAE.
  • Middle East Quality Association - MEQA, 1st International Annual Congress, (March 25th – 27th, 2004), Dubai, UAE.
  • Customer Centricity Conference, (21st – 22nd March 2005). e-TQM College, Dubai, UAE.                     
  •  Total Quality Management & ISO International Standards, (15th – 17th October, 2001). Ministry of Finance & Industry, Ajman Chamber of Commerce, UAE.
  • Total Quality Management in Higher Education, (18th – 21st December, 2004). American University of Dubai, Dubai, UAE.
  •  The Role of Management Education and Technology-led Innovation, Meeting the Challenges of a Global Economy (24th – 25th March, 2002). Fifth Annual CBE Academic Conference, United Arab Emirates University, Al Ain, UAE.
  • Sustainable Development in the African Horn: Montreal Consultation (4th March, 1995), organized by University of Ottawa, Montreal, Canada.

Publications:

  • Haj-Ahmed, M H. (2019). “Learning and Earning: An Empirical Study of Association between Employment and Academic Performance” International Journal of Business and Social Science, Vol. 10 (6) 130 – 147.
  • Haj-Ahmed, M H, “Deconstructing Intellectual Property: The Paradigm Shift” [2018] Journal of Alternative Perspectives on Social Sciences (JAPSS) Vol. (2) 7.
  • Haj-Ahmed, M H, Anant, Hardeep, Gudep, Vijaya, Gupta, Babeet, and Bandy, Shabir H, (2018), “Smart Learning in Management Education: Challenges and Opportunities” CUA Annals, Vol. (18) 1.
  • Haj-Ahmed, M H, “Should Multinational Corporations be made Accountable for the Liabilities of their Subsidiaries?” [2017) Academic Publications Series, LM147 (2) University of London.
  • Haj-Ahmed, M H, “The Dichotomy between Limited Liability Companies and Directors’ Duties” [2016] Academic Publications Series, LM150 (1) University of London.
  • Haj-Ahmed, M. H., Anupam Sirvastav, and Ali Al Uraimi (2015). Academic Partnership Challenges: The Case of Coventry University and MEC. International Universities Forum Proceedings, Moscow, Vol. 8 (5) 134 – 53.  
  • Haj-Ahmed, M. H. (2013). Succession Planning in the Public Sector Entities of Dubai Emirates: A Case Study. HBMeU Case Study Series, Vol. 1, (2013).
  • Haj-Ahmed, M. H. (2012). Attributes of HR Manager in UAE. HR Management and Performance Review, Vol. 12 (3), 85 – 92.
  • Haj-Ahmed, M. H. (2008). Factors Leading to Withdrawal from Courses in e-learning Environment: An Empirical Study. International Journal of Excellence in e-learning, Vol. 1 (1), 170 – 182.
  • Haj-Ahmed, M. H. and Akomode, J. (2006). Modeling and Measurement for Knowledge Management. Proceedings of the 11th International Symposium on the Management of Industrial and Corporate Knowledge. Stellenbosch University, Cape Town, South Africa.
  • Haj-Ahmed, Mahmoud H. (1994). Conflict and Power in Organizational Systems. KAM series Papers. School of Management, Indiana University, Bloomington, USA.
  • Haj-Ahmed, M. H. (1995). Application of Motivational Models: A Psycho-Managerial Perspective. KAM Series Papers. School of Management, Indiana University, Bloomington, USA.
  • Haj-Ahmed, M. H. (1996). Paradigms of Human Development: Major Developmental Features of Adolescence. Proceedings of the 17th Annual Conference of New York Educators Association. Buffalo, New York, USA.
  • Haj-Ahmed, M. H. (1996). The Effect of the Present Structure of Fares and Rates on the Operational Conditions of the Air Transport Industry. Ann Arbour, Michigan: UMI.
  • Haj-Ahmed, M. H. (1986). Economic Development Planning in Sudan. Khartoum: Khartoum University Press.
  • Haj-Ahmed, M. H. (1988). Airlines Marketing Opportunities in East Africa (monograph). Khartoum: Marketing Dept., Sudan Airways Co., Khartoum.
  • Haj-Ahmed, M. H. (1986). Rehabilitation of Upper Attbara River Region, in collaboration with Dr. A. Atti. Dept. of Geography, University of Khartoum, Sudan.

Name: Dr Deepanjana Varshney

Academic Position: Professor

Email: d.varshney@cuca.ae

College/Department: Business Administration­­­­­­­­

Education:

  1. Ph.D. (HRM), University: Department of Commerce, University of Lucknow, India, Awarded: 2009-2010
  2. M.B.A. (HRM), Dr. B.R. Ambedkar University, Agra, India. (1999-2001)
  3. M.A. (English), Calcutta University, Calcutta, India. (1994-1996)
  4. B.A. (English), Calcutta University, Calcutta, India. (1991-1994)

Professional Experience:

  1. City University College of Ajman, Ajman, UAE ( Feb,2021 to till date )
  2. CMS Business School, Jain University, Bengaluru, India( Feb,2020- Dec,2020)
  3. Dayananda Sagar University, Bengaluru, India ( Sept, 2018- Dec,2019)
  4. King Abdulaziz University, Jeddah, Saudi Arabia ( Sept,2011- Aug,2018)
  5. Saraswati Group of Colleges, Luckknow , India ( July,2010-July,2011)
  6. Shri Ramswaroop Memorial College of Engineering & Management, Lucknow , India ( July,2004- June,2010)
  7. New Delhi Institute of Management, New Delhi, India (Aug,2003- April, 2004)
  8. Greater Noida Institute of Technology, Greater Noida, India ( July,2002-July,2003)

Teaching Areas:

  1. Organizational Behavior
  2. Business Policy & Strategic Management
  3. International Human Resource Management
  4. Human Resource Management
  5. Business Ethics
  6. Recruitment, Selection & Placement
  7. Performance Management
  8. Organizational Development
  9. Compensation Management
  10. Human Resource Development
  11. Strategic Human Resource Management
  12. Leadership
  13. Principle of Management
  14. Training and Development
  15. Negotiation & Conflict Management

Research Areas:

  1. Employee Performance and Work Behavior.
  2. Employee Personality dimensions
  3. Employee Minority
  4. Higher Education
  5. Student psychology
  6. Employee dysfunctional behavior

Memberships:

NA
Conference Presentation:

  1. (2022)Exploring Self-Concept, Resilience and Performance: An empirical investigation. Sixth International conference on Emerging Research Paradigms in Business & Social Sciences, Middlesex University, Dubai , UAE, February 24-26.
  2. (2021)“We also exist”: Impact of Covid-19 on Indian Migrant Workers and the Informal Sector: Policy Imperatives. Al Falah University, Dubai, UAE –Task 2021 conference, 20th May.
  3. (2021)“Towards Developing a Viable Learning Model in the Higher Education Sector Post-Covid-19 Pandemic Outbreak in UAE context.”
    Economic Research Forum, March 10.The GCC Economies in the Wake of COVID 19: Charting the Road to
    Recovery and Resilience.
    https://erf.org.eg/affiliates/deepanjana-varshney/
  4. (2020)“Impact of COVID-19 on Higher Education Teaching
    Delivery: Faculty Perceptions, August 29, 6thTechnium Conference.
  5. (2019)“Does Perceived Workforce agility mediate the relationship
    between Emotional Intelligence and Performance in small entrepreneurial firms? An empirical investigation”, presented for International Conference on “Business Agility in Volatile Times “-7th -9th November, (Curtin University Dubai & Lovely Professional University, India).
  6. (2019)“Rising above disabilities: Exploring the Indian working
    women in the workplace through interviews.”- 5th World Congress on Women, September 08.
  7. (2019), Digital transformation and creation of an agile workforce: An analysis of select cases, 2nd International Conference on Digital Entrepreneurship: Platform, Process, People, and Technology, Feb 8th -9th.
  8. (2018)Goodbye Time for Employees: Exit Interviews or Routine Interviews. 13th International Conference on Humanities, Business, Education, and Interdisciplinary Studies (HBEIS-18), Dubai, UAE.
  9. (2016)Exploring the effects of Resilient Leadership on Performance and Job Satisfaction: An Empirical Study. University of Riverside,California, USA.
  10. (2014)Analyzing the Current Saudi Labor Market and Employment: Development of a Viable Model. Saudi Economic Conference 'National Economy: Challenges and Ambitions', Jeddah, Saudi Arabia.
  11. (2013),Contract Workers and the Rationale of the Good Conduct Bonds
    The Case of Maruti- Suzuki, Manesar Plant India. 2nd International Conference on Economics, Marketing, and Management, 59, 209-212. Dubai, UAE.

Publications:

Journals

  1. (2022), “Why don’t you hear us?”: Interview Narratives of Disabled Working Women in Private Small Business Firms in India. Journal of International Women's Studies, 23(1).
    Available at: https://vc.bridgew.edu/jiws/vol23/iss1/15 (Scopus Indexed)
  2. (2021), “How about the Psychological Pandemic?” Perceptions of COVID- 19 and Work-life of Private Sector Employees- A Qualitative Study, Psychological Studies , 66(3):337–346 . https://doi.org/10.1007/s12646-021-00605-y ( Scopus Indexed)
  3. (2020).Workforce agility and its links to emotional intelligence and workforce performance: A study of small entrepreneurial firms in India. Global Business & Organizational Excellence, 39 (5), 35-45. (Scopus indexed). https://doi.org/10.1002/joe.22012
  4. (2020). Employees’ job involvement and satisfaction in a learning organization: A study in India's manufacturing sector. Global Business & Organizational Excellence,39(2),51–61.https://doi.org/10.1002/joe.21983 (Scopus indexed)
  5. (2019). The strides of the Saudi female workforce, Journal of International Women’s Studies, 20(2), 359-372. (Scopus indexed).
  6. (2018). Relationship between Social Loafing and the Self Concept: Mediating role of Perceived Organisational Politics. Journal of Indian Business Research, 11(1), 60-74.https://doi.org/10.1108/JIBR-11-2017-0230 (Scopus Indexed).
  7. (2017). Measuring the impact of Trust on Job Performance and Self-Efficacy in a project: evidence from Saudi Arabia. The Journal of Applied Business Research, 33(5), 841-849.Doi: 10.19030/jabr.v33i5.10017 (Scopus- indexed)
  8. (2017). The effect of resilience on performance and Job satisfaction among construction managers in Saudi Arabia. Global Business and Organizational Excellence, 36 (5), 36-45. DOI:10.1002/joe.21799. (Scopus-indexed journal, Wiley Publication)
  9. (2017). Expatriates Go, Let Us Grow: An Analysis of Employment patterns and development of a viable model of Saudi Arabia. African and Asian Studies,17(4),340-370.DOI: 10.1163/15692108-12341379(Scopus Indexed)
  10. (2017). Applying select Strategic Management concepts on a Saudi Arabian start-up restaurant: A case. Saudi Journal of Business and Management Studies, 2(3), 131-136. Doi: 10.21276/sjbms.2017.2.3.3
  11. (2017).The Young Saudi Employee and the current labor market dynamics of Saudi Arabia: A Paradigm Shift. International Journal of Research in Commerce and Management, 7 (12), 1-5.
  12. (2016). Exploring Recent Saudi Human Capital Development Initiatives: An Evaluation. Human Resource Management Research, 6 (1), 1-5.
    Doi:10.5923/j.hrmr.20160601.01.
  13. (2015). Exploring Organizational Development initiatives in Saudi organizations. International Journal of Commerce, Business & Management, 4 (6), 755-759.
  14. (2015). A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia. International Journal of Business and Management, 10 (4), 249-258. https://doi.org/10.5539/ijbm.v10n4p249
  15. (2014). Impact of Self -Concept on Turnover Intention: An Empirical Study. American International Journal of Contemporary Research, 4 (10), 87-96.
  16. ( 2014). HRM’s balancing act between Saudi and Expat employees: the seething challenge. People and Management (Women special edition), 5(2), 64-66.
  17. (2014). King Abdullah, a Leader Towering Above Constraints in Saudi). HR Arabia. Journal of Business Management & Social Sciences Research, 2 (3), 48-55.
  18. (2013). The Role of HR in Sustainable Environmental Development in Saudi Arabian. ZENITH International Journal of Multidisciplinary Research, 3 (3), 276-287.
  19. (2013). Does Perception of Knowledge Sharing, Transfer and Recognition have an impact on Job Satisfaction? An Empirical Study in Saudi Arabia. International Journal of Advanced Research in Management and Social Sciences, 2 (9), 64-81.
  20. (2013). Boundaryless Careers to Career Entrepreneurship: Redefining Career in 21st century. Journal of Business Management & Social Sciences Research, 2 (4), 86-90.
  21. (2013). Do Self-Concept Influence Perceived Organizational Politics: An Empirical Investigation. European Journal of Commerce & Management Research, 2 (4), 64-70.
  22. (2013). The Return of the Natives: Asian Diaspora Issues and Dilemmas – The Case of India. African and Asian Studies, 12 (3), 290-321.( Scopus indexed)
  23. (2012). Senior Female Faculty Research Support Dimensions in Saudi Arabia: An Empirical Investigation. International Journal of Commerce, Business & Management, 1 (3), 67-75.
  24. (2011). A Study of Faculty Motivational and Role Dynamics in higher education. International Journal of Research in Commerce, Economics and Management, 1 (7), 6-9.
  25. (2003). A Question of Employee Loyalty. Review of Professional Management, 1 (1), 53-60.
  26. (2003). Case study: Paramount group turnovers- the undercurrents. Review of Professional Management, 1 (1), 61.
    Book chapters
  27. (2022). Impact of COVID-19 on Indian Migrant Workers and the Informal Sector: Policy Imperatives. In C. Popescu (Eds.), COVID-19 Pandemic Impact on New Economy Development and Societal Change (pp. 133-153). IGI Global. https://doi.org/10.4018/978-1-6684-3374-4.ch007
  28. (2021), "A Study of the Effectiveness of the External Examining System of Postgraduate (MBA) Dissertations and the Mismatch between Expectations and
    Practice", In Sengupta, E., Blessinger, P., Ssemwanga, A. and Cozza, B. (Ed.), The Role of External Examining in Higher Education: Challenges and Best Practices (Innovations in Higher Education Teaching and Learning, Vol. 38), Emerald Publishing Limited, Bingley, pp. 77-93. https://doi.org/10.1108/S2055-364120210000038006
  29. (2020). Digital transformation and creation of an agile workforce: Exploring Company initiatives and Employee Attitudes, Contemporary Global Issues in Human Resource Management", Emerald Publishing Limited, pp 89-105.
    https://www.emerald.com/insight/content/doi/10.1108/978-1-80043-392-220201009/full/html
  30. (2015). E-learning practices: A Study of a Saudi Arabian Company. In Emerging Dimensions of Commerce and Management edited by Dr. Sonika Chaudhary & Dr. Vandana Khanna, Research India Publications, India.
  31. (2014). Reverse Mentoring: An Analysis. In Emerging Dimensions of Commerce and Management edited by Dr. Monica Bansal and Dr. Pinki Insan, International Research Publication House, India.
  32. (2013). Transformational Leadership in Saudi Arabian Cultural Context, In Culture and Gender in Leadership: Perspectives from the Middle East and Asia. Palgrave Macmillan. https://doi.org/10.1057/9781137311573.0017

Name: Dr. Mohammad Alghababsheh

Academic Position: Assistant Professor

Email: m.alghababsheh@cuca.ae

College/Department: MBA Department

Education:

  1. PhD in Operations & Supply Chain Management, Brunel University London, UK.
  2. Postgraduate Diploma in Business and Management Research, Brunel University London, UK.
  3. Master of Business Administration (MBA), Mutah University, Jordan.
  4. Bachelor of Business Administration, Mutah University, Jordan.

Professional Experience:

  1. Assistant Professor of Operations Management, MBA department, City University College of Ajman, UAE.
  2. Assistant Professor of Operations & Supply Chain Management, Mutah University, Jordan.
  3. Insurance Officer, Social security Corporation, Jordan.
  4. Teacher, Ministry of Education, Jordan.

Teaching Areas:

  1. Operations Management
  2. Planning and Continuous Improvement
  3. Quality Management
  4. Supply Chain Management
  5. Research Methods

Research Areas:

  1. Sustainable supply chain management
  2. Supply chain resilience
  3. Green supply chain management
  4. Digital transformation of the supply chain
  5. Total quality management

Memberships:

  1. Member of the Production and Operations Management Society (POMS).
  2. Member of the European Association of Operations Management (EurOMA).
  3. Member of the British Academy of Management (BAM).

Conference Presentation:

  1. Alghababsheh, M. and Gallear, D. (2015). The applications of social capital theory in supply chain relationships: a systematic literature review, 26th POMS, Washington D. C., USA.
  2. Alghababsheh, M. and Gallear, D. (2015). Extending Social Sustainability across the Supply Chain: The role of social capital, 26th POMS, Washington D. C., USA.
  3. Alghababsheh, M. and Gallear, D. (2015). The Role of Social Capital in Facilitating the Implementation of Socially Sustainable Supply Chain Practices, 2nd International Sustainable Operations and Supply Chain Forum, Barcelona, Spain.

Publications:

  1. Alghababsheh, M. and Gallear, D. (2020). Social Capital in Buyer-Supplier Relationships: A review of antecedents, benefits, risks, and boundary conditions. Industrial Marketing Management, 91, 338 – 361. https://doi.org/10.1016/j.indmarman.2020.10.003
  2. Alghababsheh, M. and Gallear, D. (2020). Socially Sustainable Supply Chain Management and Suppliers’ Social Performance: The Role of Social Capital. Journal of Business Ethics, 1-21 https://doi.org/10.1007/s10551-020-04525-1
  3. Alghababsheh, M., Gallear, D. and Rahman, M. (2018). Balancing the Scales of Justice: Do Perceptions of Buyers’ Justice Drive Suppliers’ Social Performance? Journal of Business Ethics, 1-26 https://doi.org/10.1007/s10551-018-3993-0.

Programs Offered