<![CDATA[This study aims to synthesize empirical evidence on how Work–Life Balance (WLB) and Perceived Organizational Support (POS) sustain work engagement through mental well-being as a mediating mechanism. Following PRISMA 2020, a Boolean search across Scopus yielded 1,339 records; after systematic screening, 165 peer-reviewed articles (2020–2026) were included. Analysis reveals three key findings: (1) mental well-being is predominantly operationalized through deficit indicators (burnout, stress) rather than positive capacities (resilience, flourishing); (2) cross-sectional designs dominate, undermining temporal validity of "sustainability" claims; and (3) the JD-R framework prevails, yet cross-theoretical integration with COR and SET remains largely narrative. The novelty of this research lies in the integration of mental well-being typologies and methodological design patterns into a single explanatory synthesis regarding sustainable work engagement. These findings provide a foundation for evidence-based HRM interventions, longitudinal monitoring strategies, and policy alignment with SDGs 3 and 8, advancing understanding of work engagement as an organizational ecosystem phenomenon rather than a singular outcome.]]>
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