Urban condominium committees often face information asymmetry when procuring outsourced facility operation and maintenance (O&M) services, which drives price-only decisions and may undermine service quality and asset upkeep. Integrating Service-Dominant Logic with an ESG framework, this study develops an ESG-KPI-oriented selection model combining the Best–Worst Method (BWM) with a modified VIKOR (mV). Based on expert interviews, 22 localized indicators were identified to estimate weights and performance gaps, and external validity was explored through a survey of 30 committee members. Results indicate that non-financial values (e.g., innovation capability and reputation/image) ranked above price, suggesting a directional shift from cost to performance orientation. However, this shift rests on an exploratory sample without fully controlling for cost rigidity, and should be read as directional, preliminary evidence rather than a validated conclusion. Importance–Gap Analysis (IGA) identifies “Innovation Capability” and “Reputation and Image” as the most critical gaps. Accordingly, we propose a dual-track strategy combining eligibility screening and weighted scoring, and suggest incorporating technological options—such as AI-enabled customer service and cloud-based work-order systems—to improve response efficiency and alleviate labor constraints. From an architectural perspective, the study links outsourcing evaluation to building lifecycle governance, equipment serviceability, and life-extension decisions during the operation stage. In particular, technological enablement serves as a key mechanism linking selection outcomes to the building’s physical performance.