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In this research, we examine the effect of a group interpersonal justice climate (defined as common perceptions of fair interpersonal treatment among colleagues) on individuals’ innovative behaviors. Precisely, we test a serial mediation model, which shows that the group interpersonal justice climate causes identification with the group, which in turn causes collective work engagement, ultimately leading to innovative individual behavior. Consequently, we examine the role played by the group-engagement model and the Job Demand-Resource model of this mediation mechanism. Survey data collected from 528 individuals nested in 114 working groups was tested using an approach based on multi-level modeling by structural equation. The results show the impact of the group’s interpersonal justice climate on individuals’ innovative behaviors through group identification and collective work engagement. The theoretical and practical implications are discussed.