Abstract: In the digital economy era, how specialization, refinement, differentiation, and innovation (SRDI) enterprises can break through resource constraints to achieve resilient growth has become a critical issue of shared concern among both academia and industry. This study, based on the theories of firm growth and dynamic capabilities, constructs a chain mediation model to explore the driving mechanisms of digital leadership on the growth of SRDI enterprises. By further collecting data from middle and senior managers of 411 SRDI enterprises, the study empirically tests the theoretical model. The results indicate that: (1) digital leadership has a significant positive impact on the growth of SRDI enterprises; (2) digital platform capability and organizational resilience play partial mediating roles in the relationship between digital leadership and enterprise growth, while together exerting a chain mediation effect. This study has the following three theoretical contributions. First, it explores the micro-level driving factors behind the growth of specialization, refinement, differentiation, and innovation (SRDI) enterprises in the digital age. By investigating the micro-mechanisms through which digital leadership drives the growth of SRDI enterprises, it enriches the research on the driving factors of SRDI enterprise growth and extends the application contexts of firm growth theory. Second, this paper examines how digital leadership promotes the growth of SRDI enterprises through the development of digital platform capabilities and organizational resilience. From a dynamic capabilities perspective, it unravels the "black box" between digital leadership and enterprise growth, thereby enriching the research perspectives on the mechanisms of digital leadership. Finally, this paper extends the hierarchical transformation mechanism of dynamic capabilities theory. By exploring the impact of digital leadership on the transformation of digital platform capabilities (lower-order capabilities) into organizational resilience (higher-order capabilities), it enriches the hierarchical view of dynamic capabilities. In addition, the conclusions of this study provide important practical implications for the high-quality growth of SRDI enterprises in the digital age. First, SRDI enterprises should place a high priority on the selection and development of digital leadership. The digital mindset of leaders ensures the rapid identification of market demands and industry trends, enabling the enterprise to continuously deepen its expertise in specialized fields and achieve sustained growth. Second, SRDI enterprises should focus on cultivating digital platform capabilities to overcome internal resource constraints that limit growth. Leaders should build digital platforms to optimize business processes, establish intelligent interaction networks with external entities, and enhance core capabilities through resource integration and absorption. Finally, SRDI enterprises should prioritize the enhancement of organizational resilience to cope with the threats posed by external turbulence. Enterprise leaders need to establish a resilience system based on "prevention-response-recovery," utilizing digital technologies to optimize resource allocation efficiency, create agile decision-making mechanisms, and strengthen adaptive capabilities in the face of adversity through continuous learning.