In spite of the eminence of the social cohesion role in the organization, there is no pattern for measuring the indicators of social cohesion in the organization in an integrated fashion. In order to collect data, by means of a purposive sampling method, an interview was conducted with 16 experts. Data analysis was done in three stages of open coding, axial coding, and selective coding. The current research results in a form of paradigmatic model (organizational harmony, organic relationship with external social system, competent and capable human resources, transparency in organizational affairs and performance management) are presented as the causal conditions, (organizing according to social cohesion and managers’ effective communications with employees) as a core category, (objective-centeredness in all aspects of the organization, management of organizational integrity values, human organization, knowledge management and organizational learning, trust-based management) as strategies, (employee participation in organizational affairs, social cohesion task forces in the organization, strengthening cultural and religious values) as context, (management of political behaviors in the organization, management of the motivation of social interactions, the culture of reverence and respect for the retires) as intervening conditions and, ultimately, (vitality and happiness in work, organizational self-esteem, existence in a growth environment, and development, agility, innovation and creativity, conflict management in the organization and organizational attachment) as social organizational cohesion consequences.
