**1. Introduction**

In a world troubled by the increasingly rapid use of new ubiquitous digital technologies, the organization has transformed itself into a constantly renewed sociotechnical system. This transformation was spurred in 2020 by the COVID-19 pandemic, so organizations are facing rapid structural changes and accelerating decision-making processes in a world marked by the unknown and uncertainty.

The hierarchical organization closed on its local borders has become an enlarged, borderless organization, open and adaptive under the control of an unpredictable environment that creates uncertainty and doubt. A constructivist attitude (the path is made by walking) replaces a deterministic attitude strongly rooted in our educational modes. Regardless of their roles and hierarchical

positions, actors are faced with new situations that increase their scope of action and responsibilities. They become decision-makers. Managers facing uncertainty and the unknown must change their working methods; they enter in the age of new normal. Resuming the presentation by Maria Koutsovoulou, 2021 [1], we can say that they must manage with agility and be able to count on a strong and involved team that requires a high degree of confidence and agility at all levels: between the manager and his employees, but also between employees between them. Beyond the information processed in digital information systems, the role of tacit knowledge, which is inside the brain of each individual, cannot be ignored.

The concepts presented in this chapter stem from our vision of "knowledgebased management" [2] and "Three Postulates that Change the Paradigm of Knowledge Management" [3]. They collect essential information and provide an infrastructure for innovative technologies deployment within organizations that should help managers change their working methods in the age of new normal.

In Section 2, the chapter raises a reflection on COVID-19, the digital transformation, and the "age of new normal." Then, in Section 3, the chapter describes the background theories and assumptions. We suggest a model that attempts to describe the process of transforming data into information, and information into tacit knowledge. In addition, we present the concept of commensurability of interpretative frameworks, the creative power of tacit knowledge, the constructivist approach of knowledge management, and we state three fundamental postulates about knowledge within organizations. In Section 4, the chapter presents a Managerial and sociotechnical approach of knowledge management. We present a sociotechnical approach of organization, and we present our definition of knowledge management that overcomes most definitions recognized by knowledge management researchers and practitioners. Next, in Section 5, the chapter focuses on infrastructure for innovative technologies deployment. After presenting SECI model, Japanese concept of *Ba*, single-loop learning, and double-loop learning, we introduce the notion of "semi-open mode of operation." Finally, we present the implementation of a "Semi-Open Infrastructure Model" in the case of the deployment of knowledge-based systems (KBSs) in a large industrial enterprise, at a time when these technologies had just been developed in universities and laboratories.
