This study examines the influence of ethnocentrism, social sustainability culture, and community participation on sustainable organizational performance in the public sector. It further investigates the moderating role of community participation and explores necessary conditions and transitional patterns using advanced statistical tools. A quantitative approach was employed, with survey data collected from 381 respondents through purposive sampling. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), Necessary Condition Analysis (NCA), and Markov Chain Analysis (MCA) to assess structural relationships, critical thresholds, and dynamic shifts in participation levels. The findings indicate that ethnocentrism and social sustainability culture significantly influence community participation, which positively impacts sustainable organizational performance. Community participation also acts as a moderator, strengthening the effect of cultural factors on performance. NCA results reveal that community participation is a necessary condition for high organizational performance, with minimum thresholds of ethnocentrism and social sustainability culture required to achieve it. MCA results highlight that medium-level participation has the highest probability of progressing to higher involvement over time, illustrating dynamic engagement patterns. This study contributes theoretically by integrating cultural and behavioral dimensions with organizational outcomes through a comprehensive analytical framework. Practically, it provides insights for public managers to enhance performance by leveraging social and cultural capital. The study’s originality lies in its triangulated use of SEM, NCA, and MCA, offering a multidimensional understanding of community-based sustainable organizational performance. The findings emphasize the strategic value of inclusive and culturally responsive engagement to improve outcomes in public institutions.
Ulum et al. (2026) studied this question.