A novel model of perceived sustainable work performance through the active bystander behavior, team cohesion, and innovative work behavior: A multi-analytical approach.

The study examines the relationships among active bystander behavior (ABSB), innovative work behavior (IWB), team cohesion (TC), and sustainable work performance (SWP) among university faculty. Based on Social Exchange Theory (SET) and Organizational Citizenship Theory (OCB), our research examined the direct and indirect relationships between ABSB and both IWB and SWP, with TC serving as a mediator. A sample of 219 university faculty completed a validated self-report survey that assessed ABSB, TC, IWB, and SWP. Partial Least Squares Structural Equation Modeling (PLS-SEM), Artificial Neural Networks (ANN), and fuzzy-set Qualitative Comparative Analysis (fsQCA) were applied to test, validate, and compare the hypothesized relationships across linear, non-linear, and configurational perspectives. The PLS-SEM results demonstrated that TC significantly mediated the relationship between ABSB and both SWP (β = 0.366, p < 0.05) and IWB (β = 0.409, p < 0.05). The fsQCA analysis identified several configurations associated with higher SWP, with the combination ABSB ∗ IWB ∗ TC showing the highest consistency (0.925). Complementarily, the ANN model exhibited superior predictive accuracy (R2 = 0.74; MSE = 0.25), confirming the presence of nonlinear and interactive dynamics between ABSB, TC, and IWB. The integrated findings revealed that TC consistently mediated the link between ABSB and both IWB and SWP across all analyses. PLS-SEM confirmed significant mediation, fsQCA identified ABSB, IWB, and TC as a sufficient configuration, and ANN verified a nonlinear interactive relationship. These convergent findings offer strategic insights for academic leadership and policymakers.