<p>Although some studies have suggested that job rotation may trigger employee anxiety and disruptive behaviors, in the context of artificial intelligence, the growing demand for versatile and multiskilled talent has led organizations to increasingly adopt job rotation as a management practice to unlock employee potential. Grounded in the job demands–resources theory, this study constructed a dual mediation and moderation model to systematically examine the effects of job rotation on employee innovative behavior. Using a structured questionnaire, data were collected from a sample of 522 individuals employed across various industries in China. Empirical analyses were conducted using regression and mediation–moderation effect testing. Our results show that employees who experienced job rotation demonstrated significantly more innovative behavior compared to those who did not. Specifically, job rotation enhances employees’ job security and psychological capital, which in turn promotes innovative behavior. Furthermore, the positive effect is amplified when employees are granted higher levels of job autonomy. This study provides both theoretical grounding and practical implications for organizations aiming to foster innovation through optimized job design.</p>