Digital transformation is performed through the integration of information technologies into all areas of a business. The changes are radical, comprehensive and as such, they affect workplaces as well. Many authors overemphasize the use of technologies and regard them as central to the digital workplace. On the other hand, the position of the authors who argue that the digital workplace should coordinate technologies, processes and people is more correct. Theoretical research often does not clearly define the term digital workplace. Furthermore, the studies often overemphasize only the benefits while omitting the challenges presented by the digital workplace implementation. Therefore, the paper presents the requirements for a workplace to be considered digital, its advantages and challenges, and it shows how to balance the positive and negative repercussions of workplace digitalization.

Digital transformation is becoming more ingrained into everyday life and is a talking point among researchers today. It has been evident from the growing number of publications that have focused on various aspects of digital transformation in the last few years. Based on the number of papers published, one of them is of much less interest to researchers: the managerial role of Chief Digital Officer (CDO) inherent in digital transformation. Having this in mind, a systematic literature review was conducted to elucidate the CDO’s role, duties, and required competencies. In this paper, the results and conclusions of 22 papers are presented based on the search criteria outlined by the Web of Science and Scopus index databases. It is obvious that managing digital transformation is becoming more important as digital transformation affects almost every sector of business. The purpose of this study is to examine the position of Chief Digital Officer in terms of its position, role, and responsibilities as well as its necessary competencies. The results of this study could serve as the basis for future research in this area, which judging by the relevance of the topic, will certainly be more intensive.

Mechanisms of agile processes, suited for cost reduction and timely reaction to dynamic market changes, have also been recognized as useful in the development of complex software solutions. Recent studies focused on expansion of agile processes point to a viable possibility for coexistence and integration of complementary elements of agile and traditional development. Within the scope of this paper, this phenomenon is referred to as traditionalisation of agile processes. Software architecture modeling is one of the most sensitive issues associated with incorporation of elements of traditional development into agile processes. The goal of this paper was to determine how suitable particular explicit architectural practices are for incorporation into agile development processes. A mixed method research was carried out for this purpose. Qualitative component of the research resulted in identification of explicit architectural practices suitable for application in agile development processes. Their significances were determined by means of the quantitative component, realized in the form of an empirical research. The research confirmed that emergent architecture in agile processes is not sufficient for the development of complex software solutions, and that agile processes need to incorporate certain explicit architecture practices. Research results revealed that the agile community has an affirmative attitude towards the idea of incorporating explicit architectural practices into agile development processes, with overall agreement on the significances of particular explicit architectural practices for the development of architecture of complex software systems.

This paper presents the results of a research which involved analysis of spreadsheets collected from 40 Serbian SMEs. Based on related research, the collected spreadsheets were analysed for presence of errors and assessed in terms of quality criteria, defined in line with the literature review. The final results are consistent with related research and point to various aspects of spreadsheet use that should be improved by the respondents for the purpose of reducing risk associated with development and use of spreadsheets.

The article looks into the fundamental principles of Web 2.0, on which social media are based. In addition, an overview is provided of the results of selected studies of the opinions of B2B organisations on the use of social media. The article's main objective is to acquaint marketers on B2B markets with the logic and advantages of using social media as a modern-day tool for interaction with the target market.