This study examines the transformative impact of digitalization on organizational theory and organizational structure, addressing the new organizational models emerging in the digital age within a theoretical framework. The rapid development of digital technologies transforms organizations from structures that merely use technical tools into socio-technical systems shaped by data flows, algorithmic systems, and network-based interactions. In this context, the study re-evaluates the fundamental assumptions of classical organizational theories and analyzes the structural, cultural, managerial, and performance dynamics of digital organizations. Concepts such as agility, autonomy, digital governance, algorithmic decision-making, and virtual trust stand out as defining elements of digital organizational culture. New approaches such as agile management, holacracy, and e-leadership respond to the distributed authority and rapid adaptation needs of digital organizations. Moreover, digital performance management changes the nature of organizational behaviour through transparency and data-driven evaluation processes. By presenting examples from global technology companies as well as technoparks and start-up ecosystems in Turkey, the study discusses the practical manifestations of digital organizational models. In conclusion, digitalization creates a multi-dimensional transformation process that redefines organizations structurally, culturally, and managerially.