The aim of this study is to explore the relationship between "workforce agility" and "organizational intelligence" (considering the components of both concepts and contextual variables, too).The population included the managers and employees working at the grade one companies of "Iran High Council of Informatics".Results showed a significant positive correlation between workforce agility and organizational intelligence. All components of organizational intelligence (except strategic vision), had a positive significant relationship with workforce agility. The relationship between the individual components of workforce agility (except interpersonal adaptability) and organizational intelligence is positive and significant. Variables of Age, work experience, and organizational position, had a positive significant relationship with the agility of the workforce, while about sex and educational level, no significant relationship was found.It is recommended simple and operational translation of mission statement and strategies for employees, establishing of feedback system, enhancing of employees work-life quality and participation, facilitating learning, managerial skills training, putting employees in decision-making situation, taking advantage of the cultural diversity, be considered. Moreover employment of professionals (regardless of gender, or merely emphasis on educational degree) must be considered.

Collaboration can be a very challenging process precisely because it is a highly intense way of working, requiring new ways of thinking, behavior and ways of operating. Cultural Intelligence (CI) is an antecedent for collaboration. The primary goal of this survey is to investigate the relationship between cultural intelligence of managers and their employees' collaboration. This research is a descriptive-correlation study where 119 managers and 175 employees are selected by stratified random sampling from the Social Security organization managers and their workers. To measure cultural intelligence, the Iranian version of the cultural intelligence questionnaire is implemented and collaboration is measured using a questionnaire developed by the researcher. The Cronbach's alpha reliability coefficient respectively for cultural intelligence and collaboration questionnaires are 0.933 and 0.813, respectively, which are well above the minimum acceptable limit. Data collected using SPSS 19 and they are analyzed using LISREL 8.54 software packages. The results indicate a significant and positive relationship between cultural intelligence among managers and their employees' collaboration. As the relationship between motivational and behavioral CI dimensions and collaboration is also determined to be positive and significant. Based on demographic factors such as gender, age and education we cannot comment on the cultural intelligence of managers and employee's collaboration but having inter-cultural experiences has had a positive impact on the cultural intelligence of managers. Based on the findings obtained we can say that Cultural Intelligence is a key factor, influencing and determining for collaboration.

The purpose of this study was to design a model of social responsibility and explain the framework of social responsibility based on the ISO 26000 standard in order to achieve sustainable development from the perspective of academic experts.Methodology: This research is applied in terms of purpose and is descriptive-survey in terms of data collection. The statistical population in this study is faculty members and university experts, who are equal to 1377 people, according to Cochran's formula, 301 faculty members and university experts have been selected by stratified sampling. Also, in the present study, based on the research hypotheses, a researcher-made questionnaire was used to collect data. In this study, Cronbach's alpha coefficient method was used to determine the reliability coefficient. The combined reliability and reliability of each of the research components were calculated. The results indicate the reliability of the measurement tool. Findings: The results of research hypotheses indicate that people, goals, technology, organizational structure and environment are the dimensions of socially responsible organization and the components of goals, technology, structure, people and environment have a positive effect on socially responsible organization in Tehran Municipality. Conclusion:The results of this study showed that people, goals, technology, structure and environment have a direct and significant impact on socially responsible organization.