Prosocial　motivation　refers　to　the　employees＇　willingness　to　invest　for　the　sake　of　helping　others.　It　improves　basic　and　applied　research　behaviors　of　employees　and　the　interaction　between　them.　Employees＇　innovation　behavior　depends　on　prosocial　motivation　because　the　motivation　to　protect　the　interests　of　others　may　promote　knowledge　sharing　and　knowledge　coupling.　However,　there　is　a　research　gap　in　solving　the　optimal　solution　of　prosocial　motivations　that　facilitates　different　types　of　innovation　behaviors　based　on　the　combination　of　prosocial　motivations.　We　perform　a　qualitative　comparative　study　on　the　effect　of　the　motivation　configurations　on　innovation　behaviors.　We　find　that　highly　basic　and　highly　applied　research　behaviors　share　in　common　collectivism-based,　principlism-based,　contextual,　and　situational　motivations　which　work　in　all　configurations.　But　the　core　conditions　between　the　two　are　different,　which　are　principlism-based　and　situational　motivations,　respectively.　In　addition,　both　highly　basic-to-applied　and　highly　applied-to-basic　transformation　behaviors　share　the　same　core　condition　and　the　same　secondary　conditions　with　highly　basic　and　highly　applied　research　behaviors,　respectively.　Moreover,　the　behaviors　of　non-highly　basic　research　and　non-highly　basic-to-applied　transformation　share　the　severe　absence　of　egoism-based　motivation　as　the　core　condition　in　common.　Non-highly　behaviors　of　applied　research　and　applied-to-basic　transformation　have　a　common　point　of　the　severe　absence　of　the　pressure-based　type　as　the　key.　Finally,　we　also　analyze　active　and　passive　prosocial　degrees　of　all　types　of　high/non-high　innovation　behaviors.　Our　study　deepens　the　academics＇　thinking　on　multi-dimensional　prosocial　motivation　and　the　classification　management　of　coupling　innovation　behavior　and　provides　implications　for　practice.