Organizational support and knowledge sharing as predictors of organizational social sustainability in higher education institutions

Organizational social sustainability (OSS) in higher education institutions (HEIs) depends strongly on how faculty experience support and collaboration at work. Drawing on Organizational Support Theory, this study examines how perceived organizational support (POS) influences OSS and whether knowledge sharing (KS) explains this relationship among academic staff in HEIs. A cross-sectional survey design was used. Using stratified random sampling across academic ranks, data were collected from 578 faculty members in four public universities in Pakistan. The hypotheses were tested with partial least squares structural equation modeling (PLS-SEM) in SmartPLS, including bootstrapping for mediation and standard reliability/validity diagnostics. POS significantly predicts KS (β = 0.739, p < 0.001) and OSS (β = 0.299, p < 0.001). KS also predicts OSS (β = 0.275, p < 0.001) and partially mediates the POS→OSS relationship (indirect β = 0.203, p < 0.001). The model explains 54.6% of the variance in KS (R² = 0.546) and 28.7% in OSS (R² = 0.287). The study extends OSS research in HEIs by identifying KS as a central behavioral mechanism linking POS to OSS, thereby sharpening the explanatory pathway suggested by Organizational Support Theory and offering actionable guidance for university leaders seeking sustainable, supportive academic environments.