Organizational Nares Theory is a conceptual framework developed to explain organizations that fail to achieve effectiveness, innovation, learning, agility, and sustainable growth due to managerial weaknesses, structural disorders, knowledge-related deficiencies, cultural dysfunctions, human resource limitations, and decision-making failures. The purpose of this theory is to identify, classify, and analyze patterns of organizational incapacity and dysfunction within a coherent, multidimensional, and measurable model.



The theory is organized into seven main dimensions, including managerial characteristics, human resources, structural and institutional factors, scientific and decision-making weaknesses, psychological and cultural factors, functional deficiencies, and environmental conditions. It consists of a total of 42 components. Key components of the theory include incompetent management, illusion of managerial knowledge, death of creativity and innovation, organizational slowness, weak organizational learning, ineffective decision-making, organizational distrust, and reduced agility.



In addition, a 42-item Organizational Nares Scale has been developed to measure this construct. Organizational Nares Theory can serve as a basis for analyzing, diagnosing, evaluating, and improving organizations experiencing stagnation, slowness, managerial incapacity, human resource exhaustion, and decline in creativity and innovation.