In the new era of rapid development of the digital economy, the positive impact of innovation is self-evident. However, due to constraints on organizational innovation resources, only a limited number of ideas are permitted to be put into practice. In this context, some employees may take informal steps to continue their innovative practices privately, which is called creative deviance behavior. With the view that creative deviance can help enterprises break the innovation bottleneck, the discussion on its driving factors has quickly become the current research hotspot.#br#There has been research on the antecedents of creative deviance, mainly focusing on three aspects: individual, leadership and organization. From the individual level, it focuses on exploring the role of static factors such as personality traits and proposes that the abundance of individual resources is the premise of achieving creative deviance, while few studies pay attention to the role of dynamic positive behaviors. Thus, this study proposes that feedback seeking, as an important means for individuals to self-regulate and promote innovation, is an important antecedent of creative deviance. In addition, feedback seeking to ultimately match the essence of organizational performance goals can also play a positive role in solving the problem that creative deviance may impede the development of enterprises. Furthermore, the existing research on feedback seeking and innovation behaviors are mostly from the cognitive and emotional perspectives,and it remains to be explored whether feedback seeking of different natures (implying listening to both sides ) can trigger the deep evolution of thinking (implying being enlightened) and stimulate creative deviance by obtaining contradictory evaluation.#br#Therefore, following the theory of social information processing, this study introduces self-reflection as a mediating variable to explore the internal mechanism between feedback seeking behavior of different natures and creative deviance. Then, considering the key roles of individual characteristics and situational factors, role breadth self-efficacy and structural strain of creative resources are introduced as moderator variables to improve the theoretical model.Two empirical studies are carried out to verify the theoretical model, and the results show that (1)both positive and negative feedback seeking can stimulate creative deviance through self-reflection. Compared to "low positive seeking-low negative seeking", "high positive seeking-high negative seeking" has a more significant impact on self-reflection; (2) role breadth self-efficacy positively moderates the relationship between seeking negative feedback and self-reflection; (3)the interaction between role breadth self-efficacy and structural strain of creative resources significantly moderates the relationship between positive and negative feedback seeking and self-reflection.#br#The theoretical contributions and innovations of this study can be reflected in the following three aspects. First, this study integrates feedback seeking into the research framework of creative deviance, which not only enriches the antecedents of creative deviance, but also provides a new solution for the current academic debate on the "positive or evil" influence of creative deviance from the perspective of positive behavior. Second, from the perspective of deep thinking evolution, this study introduces self-reflection as a mediator variable, which helps to open the "black box" between feedback seeking and creative deviance, and expands the research on the "transmission" effectiveness of self-reflection in the fields of organization and human resource management. Finally, the joint mechanism of role breadth self-efficacy and structural strain of creative resources is introduced to enrich the understanding of the boundary effect affecting employees' feedback seeking and self-reflection. At the same time, it clarifies under what circumstances, individuals with high role breadth self-efficacy can trigger the deep evolution of thinking through obtaining high-quality feedback, and therefore promotes innovation behavior beyond the conventional. Future research could further explore the moderating variables that influence the relationship between employee feedback seeking and self-reflection from the standpoints of leaders and coworkers.#br#