The present research was conducted with the aim of analyzing and investigating the lived experience of government managers of organizational social responsibility with a phenomenological approach. This qualitative and phenomenological research is based on the Kleiser method; in this research, the findings were analyzed and reviewed using semi-structured interviews with 18 experts and managers of electricity distribution companies in the northwest of the country. Accordingly, by analyzing the content of the interviews using 20Maxqda software, the relevant dimensions were extracted and the importance and priority of each were determined using the Shannon entropy technique. In this study, the lived experience of government managers of organizational social responsibility was extracted in the form of 18 components (transparency and accountability, impact on organizational reputation, measurement and reporting, sustainability methods, employee engagement, challenges and criticisms, community impact, cultural change, feedback and continuous improvement, psychological well-being, global perspective, corporate governance, social innovation, long-term commitment, employee engagement and empowerment, nature of accountability, manager characteristics, and organizational characteristics). Finally, using the Shannon entropy technique, transparency and accountability, impact on organizational reputation, community impact, corporate governance, and social innovation obtained the highest rank.