In this study, based on the self-determination theory and the broaden and build theory of positive emotion, innovative behavior of the organization members was examined by adopting self-determination and positive psychological capital as individual characteristics of the members and by selecting the communication competence, knowledge sharing, and perceived decision quality as an organizational environment.

The research model was tested by using survey data collected from 402 respondents, the members working for small and medium enterprises, and analyzed using the SPSS 21.0 and Smart PLS 2.0 techniques to perform these analysis.

The results of this study are as described in the following:
First, in the relationship among self-determination, positive psychology capital, decision quality, and innovative behavior, it was confirmed that self-determination had a positive effect on positive psychology capital, while positive psychology capital had a positive effect on decision quality as well as innovative behavior.
Second, in the relationship among communication competence, knowledge sharing, decision quality, and innovative behavior, it is shown that communication competence had a positive effect on knowledge sharing and decision quality, and knowledge sharing has a positive effect on decision quality as well as innovative behavior.
Third, it is shown that the perceived decision quality has a positive effect on innovative behavior and there is the moderating effect in the relationship between knowledge sharing and innovative behavior. From this result, it is proved that the members with higher perceived decision quality are more likely to act on innovation than the members with lower one when knowledge sharing is more activated.
Fourth, in the relationship between self-determination and innovative behavior, it is shown that positive psychology capital have a mediated effect. It is proved that there is a mechanism that makes the members with high self-determination motivation drive to innovative behavior through a positive sentiment.

The practical implications of this study are as follows.
First, according to the results of the study, companies should pay attention to their members’ psychological factors so that they have voluntary motivation and positive sentiments for the utilization of human resources for innovative behavior. In particular, since the positive sentiment of the members is a factor that leads to the perform innovative behavior from voluntary motivation, efforts is needed to foster positive emotions of the members through the working environment.
Second, an organization should prepare institutional devices for the development of managers'' information transmission and information comprehension skills for the members. This is an organizational environment factor that affects the active sharing of knowledge, which is the cornerstone of innovative behavior. if there is a process to confirm that information is communicated and understood, the acceptance and practice of knowledge sharing among the members will increase, thereby the efforts to improve innovative business activities and processes become materialized.
Third, an organization should make sure that its members are confident that its decision-making was practical and the best. In particular, enabling the members to recognize that its decision-making was fair in allocating or allocating its resources, such as promotion, compensation and wages, can not only lead to a positive effect on the innovative behavior of its members, but can further strengthen its innovation efforts by motivating knowledge sharing.