The emergence of practitioner-originated organizational forms is a novel feature in organizational studies. While the shortcomings of incomplete theorizing are very evident in books and articles, scholars need to recognize that the widespread diffusion and adoption of these novel organizational forms is an interesting phenomenon in itself, which marks another step in the path toward greater relevance in organizational studies. We proceed to briefly summarize the key characteristics of some of these forms (agile organization, holacracy, teal). We then discuss the general context where this theorizing occurs and speculate on the existence of a punctuated shift in organizational design, leading to new values which shape these forms. In conclusion, we propose an interpretative framework which we devise as an ideal type of new organizational forms.