Organizational innovative climate plays a significant role in promoting individual innovative behavior which makes a great contribution to organizational effectiveness and long-term survival (Scott and Bruce 1994), especially in current rapidly changing business environment (Pieterse et al. 2010). There is a strong belief that the stimulation to innovate comes from the inspiring nature of the climate. Prior research has shown support for the organizational climate–innovative behavior link (Scott and Bruce 1994; Madrid et al. 2014; Wallace et al. 2016). However, empirical findings for the relationship of organizational climate and innovative behavior seem to be more complex (Hunter et al. 2007). One possible explanation could be the presence of moderators. Actually, how and under what conditions organizational climate influences innovative behavior needs further investigation. Prior studies have indicated that there are a variety of important antecedents to individuals’ innovation, such as individual differences (e.g., Montani et al. 2014; Madrid et al. 2014), individual social relationships (e.g., Wang et al. 2015), job characteristics (e.g., De Spiegelaere et al. 2014; Shin et al. 2017), group context (e.g., Hu¨lsheger et al. 2009; Shin et al. 2012), and organization culture and climate (e.g., Montani et al. 2014; Madrid et al. 2014). Further, a small number of studies on individuals’ innovation have identified a set of psychological predictors, including psychological traits (e.g., Michael et al. 2011) as well as psychological processes (e.g., Yuan and Woodman 2010). However, few of these studies have investigated the potential psychological mechanisms through which organizational climate impact individual innovative behavior. As Yuan and Woodman (2010) pointed out, ‘‘research evidence regarding the intermediate psychological processes that would explain how and why different individual and contextual antecedents affect innovative behavior remains inconclusive and underdeveloped’’. To a certain extent, the effect of critical psychological processes on individual innovative behavior has received less research attention, as well as their roles as potential moderators of the climate–innovation relationship. This study sheds light on the question of how and under what conditions organizational climate would lead to higher level of innovative behavior. Our understanding of the relationship between organizational climate and innovative behavior may benefit from the identification of intervening variables on which these relationships are contingent and that helps to predict and understand when these relationships would be stronger. In the present study, we focus on two individual psychological constructs of motivation as determinants of individual innovative behavior: psychological ownership for the organization (POO: self-consistency and/or self-enhancement motivation) and psychological empowerment (PE: intrinsic task motivation). We propose that they moderate the relationship of organizational innovative climate and individual innovative behavior.