<![CDATA[This study explores career resilience among Generation Z employees facing role transitions at CV. Bahari Tirta Utama Kediri, a medium agribusiness company undergoing digital transformation. Using an embedded single case study with Yin's (2018) protocol, empirical evidence was gathered from five key informants via interviews and passive observation. Findings indicate that Gen Z's career resilience is highly heterogeneous, determined by prior experience and cognitive appraisals. The study identifies four role transition dimensions: technical, quantitative, qualitative, and socio-communicative. We construct the original Telu Tangkis Model, integrating Career Construction, Job Demands-Resources, and transactional coping theories. Results demonstrate that informal organizational support (empowering leadership, intergenerational mentoring) and family support exert a stronger moderating influence than formal structures in SMEs. Theoretical novelty lies in the socio-communicative transition dimension and the tri-factor loop within the model. Practical recommendations for SMEs include formulating digital communication boundaries, job crafting workshops, and structured intergenerational mentoring.]]>
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