Researchers have been interested in organizational culture for many years, particularly its relationship with organizational performance. Several studies, however, have concluded that the relationship between organizational culture and business excellence is still unclear, due partly to the limited research on this specific area, and partly because business excellence is a relatively new area, and most studies have focused on it as a whole, rather than examining individual elements. The use of information and communication technology (ICT) tools is increasing and studies have shown that ICT use is affected by organizational culture and also associated with some factors affecting excellence. This study therefore aims to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture, and consistency culture) on business excellence results criteria (customer results, people results, society results, and business results) in the United Arab Emirates (UAE) and explore the moderating role of ICT use. This research has special importance in the UAE context because UAE is considered a leader in business excellence in the Middle East region, with many excellence awards for government and private sector. In its strategic plan, the UAE government has also emphasized the importance of achieving excellence in the business sector. UAE has very modern ICT infrastructure and in 2016, was ranked first worldwide by the Global Information Technology Report for importance of ICT in achieving the government's vision for the country. To achieve these objectives, a quantitative study was conducted, and data were collected by questionnaire from 448 managers in nine companies that have won Sheikh Khalifa Excellence Award in the last three years. Structural Equation Modeling (SEM) was used to examine the data. The results confirmed that organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people, and business, but not society. This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.