This study examines the relationship among work engagement, psychological empowerment, and perceived organizational support in fostering innovative work behavior (IWB) within sustainability-oriented organizations. Using latent class analysis (LCA), employees were classified into distinct profiles based on their levels of engagement, empowerment, and perceived support. The findings indicate that employees with higher engagement and organizational support exhibit significantly greater innovative work behavior, while those with lower psychological and organizational resources face challenges in contributing to innovation. This study also reveals that sustainability practices enhance the positive impact of these resources on innovation, improving both employee well-being and organizational performance. Grounded in Structural–Interactionist Innovation Theory, Self-Efficacy Theory, and Social Exchange Theory, this research provides practical insights for organizations to develop targeted strategies, such as tailored training programs and leadership support, to promote innovation and sustainability.