Based on the social Information Processing Theory, this study collected three-wave survey data from 278 R&D employees in an electronics technology group in eastern China to explore the interactive effects of creation incentive and creation constraint on employees’ creative deviance. The results indicate that: in organizations with high creation incentive and loose creation constraints (i.e., high sanction flexibility, high avoidance of premature evaluation), employees have a higher degree of psychological safety, making them more likely to engage in creative deviance.