Excellence through implicit competencies: Human resource management - organisational development - knowledge creation

The indiscriminate application of the Olympian motto 'faster - higher - stronger' to companies and public institutions leads to an acceleration trap of organisational change and to an overtaxing of systems and people. Deceleration is necessary. This study assumes that the required deceleration can be attained only through the establishment of implicit competencies in human resource management, organisational development and knowledge management. These competencies help to promote a configurational model of change and further result in the excellence of a company. If implicit competencies are successfully developed into success potentials, and, in addition, into core competencies, then competitive advantages can be attained. Building upon a conceptual model of excellence, this paper provides starting points for implementation from a personnel, institutional and instrumental perspective.