“…Specifically, there is a range of emergent organizational forms and models that have been little studied by organizational scholars to date. These include: platform and multi‐stakeholder cooperatives (Leviten‐Reid & Fairbairn, 2011; Schneider & Scholz, 2017), perpetual purpose and stewardship trusts (Gary, 2019), worker self‐directed and other “activist” non‐profits such as sociocratic, hub‐and‐spoke counter institutions, and swarm organizations (Haber, 2018), teal organizations (Laloux, 2014), b‐corporations (Berrey, 2018), low‐profit LLCs (Kleinberger, 2010), blockchain‐based decentralized autonomous organizations (DAOs, Jentzsch, 2016), community interest/contribution companies (Nicholls, 2010), community‐based enterprises (Dentoni et al., 2018), community land trusts (J. E. Davis et al., 2020), resident‐owned communities (ROCs) (Lamb et al., 2022), solidarity enterprises (Fraisse et al., 2016), and peer‐to‐peer networks (Benkler, 2008), and the codification of new management practices such as holacracy (Bernstein et al., 2016), popularity, colleague letters of understanding, self‐managing teams, and results‐only work environment policies (M. Y. Lee & Edmondson, 2017). Do these various forms and practices follow and confirm established organizational theory on alternatives?…”