Information technology supports organizational strategies because it provides a powerful competitive tool. Changing organizational structures to follow a new strategy has been a possibility that information technologies have facilitated in recent decades. In the time of Scott Morton and Rockhart (1983) and Chandler (1962), this was not possible due to technological limitations, but they already envisioned these changes in their research. With the arrival and expansion of technologies, new ways of working emerged in organizations, grouping different personalities and cultures in the same process or organization. Consequently, new behaviors were developed by individuals and structures emerged (or needed reformulation and more attention). In this line of thought, globally distributed teams are becoming a new alternative for organizational strategy. In view of this, this article aims to propose a model of organizational structure, updating the version of Scott Morton and Rockhart (1983), through a systematic review of the literature, presenting new organizational structures with the emergence of globally distributed teams. The research used the Scopus and Web of Science platforms, from which 18 publications were selected. In the discussion of the results, a new model is presented: a model of the structure of organizations in the scenario of integrated technologies in globally distributed times, with five quadrants added to the old model of Scott Morton and Rockhart (1983), namely: change in the culture of organizations; leadership management; technology and communication; trust and sustainable development. Finally, it is presented how these quadrants have changed the structures of organizations and their strategies, in a broad and new scenario, which will require future research to solve problems not yet known.