A growing number of practitioners and academics endorse that the ability of organizations to foster, develop and use the innovative potential of their employees contributes to organizational success. Yet empirical investigation of individual innovation processes is lacking. In this research we address the question of whether both more flexibility in an employees’ job design and commitment‐oriented HRM activities promote individual innovative work behaviour. Findings suggest that a multifunctional job design and the perceived HRM system promote employee involvement in innovative activities through increased feelings of ownership for work‐related issues and problems.