The changes and challenges that are tackling the forest sector in recent decades have prompted governments and foresters to work hard to find innovative solutions. Research in the forestry domain has focused on product and process innovation, and more recently on business systems and social innovation. In addition, organizational innovation is recognized and documented. However, while consistent conceptualization work has been conducted for business models and social innovation, the organizational domain in forestry seems less clear, characterized by multiple actors and often overlapping in literature, while a clear framework to describe it is missing. This work proposes a conceptualization of the “organizational model”, a concept embracing different approaches to build an analytical framework used to describe and characterize organizations in the forestry sector. The framework is drafted referring to existing theories, then tested (and further developed) through a semi-systematic literature review on organizations operating in forest management in Europe that are identified, categorized, and characterized. This exercise confirms that forest management organizations can be described with several diverse arrangements and can be complex entities: a holistic and comprehensive approach is more likely to be used by policy initiatives addressing improvement of forest management.