Departing from existing studies based on general notion of creativity, we highlight the driver or initiating force behind creative engagement in organizations. To this end, we distinguish between proactive and responsive creativity and provide a nuanced perspective on the processes underlying distinct types of employee creativity. We propose that job complexity indirectly affects proactive and responsive creativity of employees by promoting psychological empowerment and cognitive overload, respectively. The ambiguity tolerance of employees is hypothesized to moderate the indirect effects of job complexity on the two types of creativity. Data collected from 143 employee–supervisor dyads in various companies in Sweden and Korea supported most of our hypotheses. For employees with high ambiguity tolerance, job complexity exhibited a significant indirect effect on proactive creativity through psychological empowerment. For employees with low ambiguity tolerance, job complexity exerted a significant indirect effect on responsive creativity via cognitive overload. By revealing distinct psychological paths toward different types of creativity and identifying a boundary condition for such processes, the present study provides an ecologically valid explanation regarding creativity in organizations.