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In the current context, creativity and innovation play an important role in responding to complex and growing problems that require more participatory approaches to fostering opportunity-creating initiatives. Despite the consistency of empirical studies in terms of the positive consequences of innovative work behavior, knowledge about human resource management practices and how they can influence such behavior remains fragmented and inconsistent. Based on the theoretical and empirical corpus identified, this paper aims to shed some light on the field of innovation at the individual level and enrich the content of social exchange, by testing a model that reveals the moderating role of organizational trust in explaining the effects of recognition on innovation behavior. During the confirmatory empirical phase, we conducted a quantitative study of 181 engineers employed in private companies in Morocco. The results of the quantitative study validated two hypotheses, according to which recognition from a supervisor has a positive impact on innovative work behavior. Regarding the role of trust at work, only organizational credibility has a significant role in intensifying the positive impact of recognition practices on the innovative work behavior of engineers. Thus, this work fills a persistent gap in the literature and highlights a current theme involving HR practices capable of stimulating innovative work behavior, something that is also essential in crisis contexts.