Abstract
<jats:p>The relevance of the topic is due to the increasing role of coaching management in ensuring sustainable competitiveness of innovative conglomerates. Coaching management is considered as a management practice that promotes the development of human capital, innovative activity, flexibility and team effectiveness, which is especially important for innovative conglomerates. The work uses an integrative methodological approach, including system analysis, modeling and mixed empirical methods. At the qualitative stage, interviews were conducted with top managers and HR directors of innovative conglomerates, and at the quantitative stage, correlation and regression analysis of data obtained from 137 questionnaires was performed. As a result of the VRIO assessment, it was established that coaching management has high value, moderate rarity, significant difficulty of imitation and can be institutionalized in the corporate architecture. On this basis, a model is proposed demonstrating how coaching practices activate key components of competitiveness: staff involvement, innovative activity, process flexibility, talent retention and development of leadership potential. The scientific novelty of the study lies in the systematic substantiation of coaching management as a strategic intangible resource and the development of a model of its interaction with the components of organizational competitiveness. The practical significance lies in the possibility of applying the developed model to diagnose management practices, develop human capital development programs and increase the strategic adaptability of organizations operating in high-tech and innovation-saturated sectors of the economy.</jats:p>