Based on role theory, this study examine how role stress, including role ambiguity and role conflict, mediate the relationship between the alignment of high-involvement HRM management practices with innovative strategy and employee reactions and performance, including job satisfaction and burnout, innovative behavior, and task performance. A sample of 347 respondents, belonging to 62 SBUs, was used to test our hypothesis. Results showed that the fit between organizational innovative strategy and high-involvement HRM practices are significant negatively related to role ambiguity and role conflict. Further, organizational innovative strategy and high-involvement HRM practices is fit which significant positively related to innovative performance and job satisfaction, and negatively related to emotion burnout via role ambiguity. These patterns also demonstrated via role conflict mediating. The implications of our findings for theory and research on goal orientation in teams are discussed.