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.

There have been a significant number of publications about digital workplace transformation. This is due to technological developments in the last decades as well as the COVID-19 pandemic. However, there is no adequate overall definition of the term. This leads to misunderstandings and confused interpretation of the digital workplace, sometimes even narrowing it down to a set of tools or a platform. Given the complexity of digital workplace transformation, there is a need to have an integrated prospective and analyze it not just from a technological perspective, but from an organizational and processes point of view as well. Therefore, this paper is an attempt to review the concept and offer a comprehensive definition of the digital workplace. This includes all the important aspects of the transformation including tools and platforms as well as personal issues, organization, processes and management. The paper provides a systematic literature review of the publications in leading bibliographic and citation bases, starting from Web of Science and Scopus to SpringerLink, IEEE Xplore and Association for Information Systems eLibrary. The review includes not only journal papers, but also leading proceedings, books and other referent publications. It addresses the authors' approaches, perspectives, terminologies, focusses and understanding of workplace transformation over the last decade by a comprehensive review of the state of art of the literature in the field of digital workplace. Finally, a set of recommendations are made to further research in increasingly important subject of digital workplace transformation.

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.

This paper is prompted by and based on earlier research into developers' overconfidence as one of the main causes of spreadsheet errors. Similar to related research, the aim of the paper was to ascertain the existence of overconfidence, and then examine the possibility of its reduction by means of experimental treatment designed for the needs of the research. A quasi-experiment was conducted to this end, in which 62 students of the Faculty of Economics of the University of Novi Sad participated, divided into the experimental and control group. Participants of both groups developed domain free spreadsheets in two iterations each. After the first iterations, students in the experimental group were subjected to experimental treatment: they attended lectures on spreadsheet errors taxonomies supported by real-life examples, and about spreadsheet best practices in the area of spreadsheet error prevention. Results showed that spreadsheet developers who were informed about spreadsheet error taxonomies and spreadsheet best practices create more accurate spreadsheets and are less self-confident in terms of accuracy of their spreadsheets.

In the business environment, a high level of competitiveness is largely determined by technological development, hence the need for continuous adaptation of organizational strategies, often by digitally transforming the business models. Business agility, as the ability to identify and adapt to digital technologies in a timely manner, represents a successful response and plays a profound role in the organization's success. By analyzing recent literature, this paper examines the importance of digital business agility and how digital technologies themselves contribute to the development of comprehensive business agility. The paper describes the results of the research, which can serve as a strategic orientation for organizations on their journey to digital transformation and improved business agility