本研究以「盲人環台為公益而跑」（以下簡稱盲人環台）活動為研究案例，探討公益運動如何作為企業社會責任（Corporate Social Responsibility, CSR）之實踐工具，並分析其促進社會共融（Social Inclusion）之效果與機制。盲人環台自 2017 年由創辦人郭瑞和（Andy）發起，迄今已持續舉辦九屆，每屆活動歷時 16 天，以視障者為主體，由志工陪跑員協助完成環繞台灣全島約 600 至 700 公里之長距離跑步挑戰。
本研究採質性研究為主、量化資料輔助之混合方法，透過深度訪談、Podcast 逐字稿分析、活動文件及捐款徵信資料等多元來源，對活動之起源脈絡、運作模式、參與者經驗及社會影響進行系統性分析。研究發現，盲人環台透過「視障陪跑系統」「志工協作系統」與「跨界資源整合系統」三大運作機制，有效串聯企業、社福機構、扶輪社及社會大眾等多元利害關係人，形成以公益運動為核心之社會共融平台。
在企業社會責任面向上，本研究提出有別於傳統捐款或贊助形式的「體驗式 CSR」（Experiential CSR）新型參與模式——企業員工實際投入志工陪跑服務，從中獲得自我效能感與組織認同感之提升。在社會影響面向上，自 2017 年至 2025 年間，活動累計創造約 15 萬份公益資源轉化，以每份新台幣 1,000 元計算，估計累計社會影響力逾新台幣 1.5 億元（此為公益資源轉化價值之推估，非實際募款金額，而係可延續、可擴散之永續社會影響力指標），並已服務全台超過 24 個社福機構，涵蓋視障、智能障礙、自閉症、罕見疾病及兒少保護等多元弱勢族群。
本研究之學術貢獻在於提出「公益運動社會影響力模型」，說明公益跑步活動如何透過身體實踐、情感連結與組織整合三個層次，發揮超越傳統 CSR 捐款之社會改變效果。實務上，本研究建議企業、非營利組織及政府單位積極發展體驗式公益參與模式，以提升社會影響力之廣度與深度。

This study examines the “Blind Running Around Taiwan for Charity” program (hereafter “Blind Run Taiwan”) as a research case to explore how charitable running activities can serve as a tool for Corporate Social Responsibility (CSR) and to analyze their mechanisms in promoting social inclusion. Founded in 2017 by Andy Kuo, Blind Run Taiwan has been held for nine consecutive editions (2017–2025). Each edition spans 16 days, during which visually impaired participants, supported by volunteer guide runners, complete a long-distance run of approximately 600 to 700 kilometers around Taiwan.
This study adopts a mixed-methods approach, primarily qualitative and supplemented by quantitative data, drawing on in-depth interviews, podcast transcripts, event documents, and donation records. The findings indicate that Blind Run Taiwan operates through three core mechanisms: (1) the visually impaired guide-running system, (2) the volunteer collaboration system, and (3) the cross-sector resource integration system, which together connect corporations, social welfare organizations, Rotary Clubs, and the general public into a social inclusion platform centered on charitable sport.
From a CSR perspective, this study identifies an “experiential CSR” model in which corporate employees directly participate as guide-running volunteers rather than merely providing financial support, thereby enhancing employees’ self-efficacy and organizational identification. From 2017 to 2025, the program generated approximately 150,000 units of charitable resource allocation, estimated at approximately NT$150 million in social value (an estimate of resource transformation value rather than actual financial donations), serving more than 24 social welfare organizations. This study contributes a “Charitable Sport Social Impact Model,” illustrating how charitable running creates social impact through bodily engagement, emotional connection, and organizational integration.

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