Modern organizations operate in an environment characterized by high volatility, intensive development of information technologies and progressive globalization of economic processes. In such conditions, knowledge is no longer just a resource supporting operational activities, but becomes a key factor in strategic development and building a competitive advantage (OECD, 2004, pp. 12-13). Knowledge management (KM), defined as the process of systematically acquiring, organizing, sharing and using knowledge resources in an organization (Hislop, Bosua and Helms, 2018), is currently one of the foundations of sustainable development of enterprises. In the literature on the subject, more and more attention is paid to an integrated approach to knowledge management, including both technological components (CRM systems, ERP, solutions based on artificial intelligence) and socio-cultural components – such as trust, a climate of cooperation or management commitment (Gold, Malhotra and Segars, 2001, pp. 185–214). Even the best-designed IT system does not bring the expected results if the organization does not create conditions conducive to knowledge sharing, openness, and mutual learning (Nonaka and Takeuchi, 1995). However, the implementation of KM systems is not universal – it is strongly conditioned by the specificity of the sector, the technological maturity of the company and the management style. In the IT and professional services sectors, the implementation of KM systems is often smoother, thanks to greater openness of employees to innovation and a higher level of digital competence. In contrast, in industry, where hierarchical structures and traditional operating models dominate, this process encounters greater resistance, both technologically and culturally (Andreeva and Kianto, 2012). The aim of this article is to analyze the impact of knowledge management on the development of organizations in three key sectors of the economy: IT, manufacturing and services. The study uses triangulation of research methods, including literature analysis, case studies and qualitative research with the participation of industry experts. The main research questions concern: 1. identification of barriers and success factors in the implementation of KM systems, 2. examine the relationship between knowledge management and operational efficiency of the organization, 3. defining the role of KM in innovation processes in various sectors, 4. and formulating implementation recommendations tailored to the specifics of the industry. The research approach used allows for a multidimensional assessment of whether KM plays a purely conceptual role in practice, or whether it actually generates measurable business value in various organizational environments.