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ches 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 information and external information when these information were used in the decision of capital investment, for instance, Larcker (1981) has found that the internal information and the external information, the financial information and the non-financial information general are provided with the importance of perceived within the strategy capital budget; the “successful” enterprises pay more attention on the competition issues, the value chain analysis and the basic cost motivation than other competitors which seem “unsuccessful”, but the “successful” enterprises just pay a little attention on the financial computing (Carr and Tomkin, 1996).
Compare with other aspects of management accounting, the value based management pay more attention on the choice of the performance indicators. Overall, these researches could be divided into two types. The one type of researches have measure the features of information and the control system, the result of this type of researches support that the choice of performance indicators is one view of function of the organizational competition environment, strategy and the organizational design. For instance, there is relationship between the complexity本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。