To address the aforementioned issues, we developed our conceptual model and four hypotheses. These hypotheses were tested on **data** collected from the highly innovative samples of 326 employees and their direct supervisors from 13 enterprises in Guangdong Province, China. The leader-member paired questionnaires were adopted to attenuate the common method bias. Evidence was then analyzed using Cronbach's alpha, confirmatory factor analysis, and hierarchical regression analysis. The results showed that organizational innovation climate positively influenced employee innovative behavior and that psychological ownership played a fully mediating role between them. More importantly, task interdependence positively moderated the relationship between organizational innovation climate and employees' psychological ownership. In addition to this, the indirect effect of organizational innovation climate on employee innovative behavior through psychological ownership was revealed.