「釋義」

比較優(yōu)勢(shì)或相對(duì)優(yōu)勢(shì)是經(jīng)濟(jì)學(xué)的概念，解釋了為何在擁有較低的機(jī)會(huì)成本的優(yōu)勢(shì)下生產(chǎn)，貿(mào)易對(duì)雙方都有利?？煞譃殪o態(tài)比較優(yōu)勢(shì)和動(dòng)態(tài)比較優(yōu)勢(shì)。當(dāng)一方（一個(gè)人，一間公司，或一國(guó)）進(jìn)行一項(xiàng)生產(chǎn)時(shí)所付出的機(jī)會(huì)成本比另一方低，這一方面擁有了進(jìn)行這項(xiàng)生產(chǎn)的比較優(yōu)勢(shì)。

比較優(yōu)勢(shì)理論源于亞當(dāng)·斯密的絕對(duì)優(yōu)勢(shì)理論。李嘉圖發(fā)展了亞當(dāng)·斯密的絕對(duì)優(yōu)勢(shì)理論，在《政治經(jīng)濟(jì)學(xué)及賦稅原理》（1817）中，提出了著名的比較優(yōu)勢(shì)理論（Law of Comparative Advantage），李嘉圖所確定的比較優(yōu)勢(shì)理論的核心是：一個(gè)國(guó)家倘若專門生產(chǎn)自己相對(duì)優(yōu)勢(shì)較大的產(chǎn)品，并通過(guò)國(guó)際貿(mào)易換取自己不具有相對(duì)優(yōu)勢(shì)的產(chǎn)品就能獲得利益。李嘉圖的理論實(shí)際上說(shuō)明在單一要素經(jīng)濟(jì)中，生產(chǎn)率的差異造成比較優(yōu)勢(shì)，而比較優(yōu)勢(shì)決定了生產(chǎn)模式。

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「應(yīng)用場(chǎng)景」

在員工之間分配任務(wù)為管理者創(chuàng)造價(jià)值提供了更多機(jī)會(huì)。英國(guó)政治經(jīng)濟(jì)學(xué)家李嘉圖1871年提出的比較優(yōu)勢(shì)是一個(gè)實(shí)用概念。許多人認(rèn)為這是一種經(jīng)濟(jì)理念，我則把它當(dāng)成道德行為指南。評(píng)估比較優(yōu)勢(shì)包括讓每個(gè)人或每家企業(yè)衡量如何把時(shí)間用在創(chuàng)造最大價(jià)值的地方。當(dāng)企業(yè)能夠以比競(jìng)爭(zhēng)對(duì)手更低的成本生產(chǎn)和銷售產(chǎn)品與服務(wù)時(shí)，它們就具備了比較優(yōu)勢(shì)。當(dāng)個(gè)人能夠比他人以更低的機(jī)會(huì)成本來(lái)執(zhí)行任務(wù)時(shí)，他們就具備了比較優(yōu)勢(shì)。每一個(gè)人都有比較優(yōu)勢(shì)的來(lái)源，相應(yīng)地分配時(shí)間可以創(chuàng)造最大的價(jià)值。

Allocating tasks among employees offers managers other opportunities to create value. One helpful concept is the notion of?comparative advantage,?introduced by the British political economist David Ricardo in 1817. Many view it as an economic idea; I think of it as a guide to ethical behavior. Assessing comparative advantage involves determining how to allow each person or organization to use time where it can create the most value. Organizations have a comparative advantage when they can produce and sell goods and services at a lower cost than competitors do. Individuals have a comparative advantage when they can perform a task at a lower opportunity cost than others can. Everyone has a source of comparative advantage; allocating time accordingly creates the most value.

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李嘉圖的概念在許多企業(yè)中都可以看到。在這些企業(yè)中，一個(gè)個(gè)體在很多事情上極其出色。想象一下，一家科技初創(chuàng)企業(yè)的創(chuàng)始人擁有最優(yōu)秀的技術(shù)能力，不過(guò)只比第二有才華的技術(shù)人員略勝一籌。然而，這位創(chuàng)始人在向投資者宣傳公司方面遠(yuǎn)比其他所有員工更有成效。她在技術(shù)問(wèn)題上具有絕對(duì)優(yōu)勢(shì)，但她的比較優(yōu)勢(shì)在于其與外部支持者打交道，當(dāng)她將注意力集中在這方面時(shí)，就會(huì)創(chuàng)造更多的價(jià)值。許多管理者本能地利用自己和員工的絕對(duì)優(yōu)勢(shì)，而不是倚重他們的比較優(yōu)勢(shì)。結(jié)果可能是資源配置不佳，價(jià)值創(chuàng)造較少。

Ricardo’s concept can be seen in many organizations where one individual is truly amazing at lots of things. Picture a tech start-up where the founder has the greatest technical ability but it’s only a bit greater than that of the next-most-talented technical person. Yet the founder is dramatically more effective than all other employees at pitching the company to investors. She has an absolute advantage on technical issues, but her comparative advantage is in dealing with external constituencies, and more value will be created when she focuses her attention there. Many managers instinctively leverage their and their employees’ absolute advantage rather than favoring their comparative advantage. The result can be a suboptimal allocation of resources and less value creation.

以上文字選自《哈佛商業(yè)評(píng)論》中文版2020年10月刊《道德型領(lǐng)導(dǎo)的新模式》

馬克斯·巴澤曼（Max H. Bazerman）丨文

馬冰侖?丨編輯?