The purposes of this study are to explore flight attendants¡¦: (1) the effect of personal characteristic to emotional intelligence, service attitude and withdrawal behaviors; (2) the relationship among emotional intelligence, service attitude, and withdrawal behaviors; (3) the mediating effect between emotional intelligence and withdrawal behaviors through service attitude. For this research, according to the 232 valid returned questionnaires from the native flight attendants of China Airlines, the results of the study are as follows: 1.Partial personal characteristic has a significant influence on emotional intelligence, service attitude and withdrawal behaviors. 2.Emotional intelligence is significantly positive related to service attitude. 3.Emotional intelligence has a significant negative influence on withdrawal behaviors. 4.Service attitude has a significant negative influence on withdrawal behaviors. 5.Service attitude has a partial mediating effect between emotional intelligence and withdrawal behaviors. Finally, the suggestion has been offered to the managerial level of the airlines and others researchers.

Research shows that strong CSR practices have a positive impact on organizational commitment which is crucial when employees are faced with negative events in the organization. Therefore, it is crucial for organizations to adopt CSR practices to retain engaged employees as they are less likely to engage in behaviors disadvantageous to the organization when negative events occur. However, some organizations face difficulties balancing efficiency with sustainable practices and respond to the pressures of CSR by adhering to or actively resisting it. The aim of this study is to explore what employee withdrawal behaviors can be associated with organizations’ strategic responses to CSR. We operationalize this aim by conducting ten semi-structured interviews studying what behaviors employees adopt in reaction to events in the Swedish fast fashion industry. An analytical framework has been created and applied to the findings based on previous research on employee withdrawal behavior and organizations’ strategic responses to institutional pressures. The findings indicate that there is a higher likelihood amongst committed employees to potentially engage in withdrawal behaviors the more organizations actively resisted CSR as a practice. A new dimension of withdrawal behavior is added to complement previous research to ultimately provide inspiration for future research.