Customer engagement (CE) has commonly defined as a psychological state or process that leads to customer loyalty (Brodie, Hollebeek, Juric, & Ilic, 2011). CE research has received increasing attention due to its critical role in luring favorable customer experience and outcomes such as brand trust, affection, and future purchase intention (Harrigan, Evers, Miles, & Daly, 2017; So, King, Sparks, & Wang, 2016). Despite scholars’ continuous efforts in advancing the CE field of study, several limitations remain unaddressed. First, empirical research focuses primarily on antecedents and consequences of CE that are derived from individual dispositions (Harrigan, et al., 2017); thus, customer actual behavioral outcomes of CE are generally unexplored. Second, most, if not all, empirical research investigates the nomological network of CE based on individual-level factors (Khan, Rahman, & Fatma, 2016; So, King, & Sparks, 2014). Such an individual-level approach is important as it builds the necessary foundation of the CE domain of study. Yet, the roles of organizational strategic position are largely ignored, while organizational-level situational factors are rarely considered. This research aims to bridge the aforementioned research gaps by constructing both individual-level dispositions and organizational-level situational factors into an integrated framework. In particular, this research seeks to explore the roles of two organizational strategic initiatives – service environment and brand equity – on customer engagement and its impact on customer behaviors.