<![CDATA[Innovative work behavior is increasingly essential for organizational competitiveness, yet its determinants remain inconsistent, particularly in construction-related service companies facing challenges in employee initiative and adaptation to changing work demands. This study examines the effects of person–job fit, organizational culture, and organizational commitment on innovative work behavior, with work engagement as an intervening variable. A quantitative approach was used, employing a census sampling technique with 80 respondents. Data were collected through a validated and reliable questionnaire and analyzed using partial least squares. The findings indicate that organizational culture significantly and positively affects innovative work behavior, whereas person–job fit and organizational commitment have positive but insignificant direct effects. However, work engagement significantly mediates the effects of person–job fit, organizational culture, and organizational commitment on innovative work behavior. These findings highlight the importance of strengthening work engagement as a mechanism for translating person–job fit, organizational culture, and commitment into innovative behavior. Organizations should foster supportive work environments and engagement-oriented practices to encourage employee innovation and improve organizational adaptability.]]>
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