雲品國際與寒舍餐旅ESG策略之比較研究

Abstract

隨著永續發展議題日漸受重視，旅宿業面對資本密集、服務同質化與國際品牌進駐，如何將ESG策略結合本業經營，形塑長期競爭優勢，成為重要課題。過往旅宿業多以財務指標、市場績效等層面分析ESG與企業績效之因果關係，對於企業內部資源與能力如何支撐ESG策略形成與差異化競爭優勢之探討仍相對不足。 本研究以資源基礎觀點與動態能力理論為分析架構，採個案研究法，選擇台灣旅宿業具代表性的兩家上市公司──雲品國際股份有限公司與寒舍餐旅管理顧問股份有限公司為研究對象。透過辨識個案企業在ESG領域中具備之關鍵資源與能力，並以Barney（1991）提出之價值性、稀少性、難以模仿性與組織性（VRIO）四項特性進行分析，探討其如何轉化為持續性競爭優勢，並作為相關產業實務與後續研究之參考。

As sustainability issues receive increasing attention, the hospitality industry faces the challenges of high capital intensity, a high degree of service homogeneity, and intensified competition driven by the entry of international hotel brands. Under such conditions, how to integrate ESG strategies into core business operations to build long-term competitive advantage has become a critical managerial issue. Previous studies in the hospitality sector have largely focused on examining the causal relationship between ESG and corporate performance through financial indicators and market performance, while relatively limited attention has been paid to how internal resources and capabilities support the formation of ESG strategies and differentiated competitive advantage. This study adopts the Resource-Based View and Dynamic Capabilities Theory as its analytical framework and employs a case study approach. Two representative publicly listed hospitality firms in Taiwan—FDC International Hotels Corporation and My Humble House Hospitality Management Consulting—are selected as the research cases. By identifying the key ESG-related resources and capabilities of the case firms, and analyzing them through the VRIO framework proposed by Barney (1991)—value, rarity, inimitability, and organization—this study examines how such resources and capabilities are transformed into sustainable competitive advantage. The results also provide practical implications for industry practitioners and offer insights for future academic research.