<p>This article presents the findings of a scoping review examining the health-related opportunities and risks that new forms of collaboration pose for employees in organizations. New forms of collaboration refer to structural and cultural shifts in organizational cooperation that strengthen collective self-organization and challenge traditional hierarchies. In total, 47 empirical studies published between 2010 and 2024 were analyzed, and their findings were theoretically situated within the Job Demands-Resources model (JD-R). The results suggest that new forms of collaboration are associated with an increase in work-related resources (e.g., autonomy, social support, trust) and positive outcomes (e.g., job satisfaction, engagement, well-being). Regarding the health-impairment path in the JD-R model, the findings are less clear-cut: While most studies indicate benefits (e.g., reduced stress levels), qualitative research also points to risks such as overload. Moderating factors appear to shape the strength of these effects but have so far received limited empirical attention. Overall, the findings indicate that the health impact of new forms of collaboration largely depends on their concrete design and integration into the organizational context. A more consistent implementation (such as integrating multiple agile practices rather than introducing isolated measures) appears particularly beneficial. Most of the studies reviewed focused on the leadership and team levels, with less attention paid to the organizational level as a whole. Furthermore, new forms of collaboration were typically examined within the framework of an existing formal hierarchy. For both practice and research, we recommend conducting more longitudinal and intervention studies to capture the mechanisms and boundary conditions of new forms of collaboration in greater detail.</p>