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have extended the concept of activity based accounting, except emphasize the structure motivation of manufacturing costs (e.g. the size and scope of organization, the level and type of techniques and the category strategy and so on), and also emphasize the “execute” cost motivation which is based on ability of the organization efficient to execute their business activity (working group participation, the relationship between customers and supplier, the products and the design of manufacturing process…) (Shank and Govindarajan, 1994; Shields and Young, 1995).

The conception of balance score card has continue developed on the basis of analysis of costs motivation, it emphasized that the measurement of performance should be based on the multidimensional “value motivations” which include the financial performance , customers’ relations, process of internal business, study and innovation (Kaplan and Norton, 1996). Researches in this field often measure the non-financial indicator is the leading indicator of financial indicator or the future financial performance motivation. For example, according to the researches by Behn and Riley (1999) and Itner and Larcker (1998), customer satisfaction index and the future financial performance or the present market value is positive correlation, the former indicator could be seen as a indicator with the function of leading indicator (Itner and Larcker, 1998). However, the customer satisfaction and the future performance is non-liner relationship, the performance effect of customer satisfaction is not distinct in the higher level. Moreover, little researches have provided limited support for the “benefit” of the balance score card. For instance, many researches has report that the balance score is provided with the medium or higher than medium level perceived benefits, but the result of the above research also found that there is not significant effect of the compensation plan on the enhancing the understanding of the strategy targets and the action of managers (Chenhall and Langfield-Smith, 19980；Itner, 2001).

The development of action plan, the choice of measurement indicators and the setting of specific objectives

The fourth step of the framework of value based management is the development of action plan which is based on the analysis of value motivation and the selection of measurement indicators and setting of the specific objectives which could ensure the action scheme successful implementation. In this step, researches concentrate in the following three areas: (1) the choice of investment and action plan; (2) the choice of performance indicator; (3) the setting of specific performance objectives.
In the past literatures of management accounting, only the choice of capital investment attaches the enough attention of the choice problem of the specific action plan. The past literatures have divided empirical research of the choice of capital investment into two types: firstly, the majority researches measure whether the enterprises which use the complex system of capital budget performance better than such enterprises which use simple approach, for example, researchers have found that there will be a higher shareholders’ return, if the enterprises use the technique of discounted cash flow (DCF) under the predictable environment (Haka, 1987); the other type measure the effect of non-financial infor