In the digital economy, it is increasingly common for startups to rely on platform ecosystems to manage both internal and external resources, driving value creation. However, there is a gap in understanding how platform-dependent enterprises can better utilize these ecosystems to overcome resource limitations and innovate their platform business models. This paper, grounded in the resource dependence theory, focused on startups that depend on platform ecosystems. Using the hierarchical regression and bootstrap methods, it examined how these enterprises′ network power influences business model innovation. The study also explored the mediating role of resource orchestration and the moderating effect of digital technology affordances. The findings revealed several key insights: (1) both knowledge power and structural power exhibit an inverted U-shaped relationship with platform business model innovation; (2) both knowledge power and structural power show an inverted U-shaped relationship with resource orchestration; (3) resource orchestration partially mediates the relationship between both types of network power (knowledge and structural) and platform business model innovation; and (4) digital technology affordances positively moderate the relationship between network power (both knowledge and structural) and platform business model innovation, as well as the relationship between network power and resource orchestration. This study has contributed to the literature on network power and business model innovation, and it will offer both theoretical and practical insights for platform-dependent enterprises seeking to innovate their business models.