In this research, at first we conducted the questionary and hearing investigations. Secondly, we figured out problem points of cost accounting under the modern production processes by the information we got from those investigations. Main problem points are: the difficulty in allocating overheads, the ambiguity of the result of cost accounting by the cost accounting module in ERP systems, and the change of the meaning of “Standard” in the standard costing. It is impossible for us to study them out perfectly but we try to propose the solutions for problems including these points.

Target Costing attempts to manage various factors determined cost behaviors and to reduce radically product cost through the product designing and development stages. Since not only the most parts of life-cycle cost but only the total volume of burden for environment by a product are fixed in the above stages, it is appropriate for Target Costing to be required further attentions to environmental protection. The study researched how to realize the Target Costing for Environment (TCfE).
The domains of TCfE would quite spread if we recognized it's essential contribution is to control environmental costs in the origins of business process, although Target Costing itself is generally recognized as the inherent approach of the assembly industries. We clarified the problems of TCfE in a widespread perspective and inquired the solutions. The reasons why we expanded the domain of Target Costing are as the follows.
We could never manage the environmental costs only in product designing and development stages even though we limited the domain of TCfE to the assembly industries, since the components of product life-cycle cost are diverse and include the items related to mining resources, distributing and scrapping product and materials that are difficult to add to the target cost objects. Furthermore, we affirmed that the idea common to Target Costing is necessary for all industries and organizations to cope with environmental problems speedy and initially, since it is not valid to claim the responsibility of environmental problems for only manufacturers.
Thus, we made various organizations including process industries and local governments including their supply-chain the subject of our research, and the study suggested the signification of TCeE and how to drive it for individual organization. We also investigated the possibility of the Green-Budget Matrix Model to apply it as a tool for design to environmental performance under various constraints in planning stages without distinction of industries or organizations. The model can provide useful information for Environmental planning and budgeting for the next fiscal year. The process of preparation of the Matrix especially can contribute to (1) identify the principal and most serious environmental problems within the organization,(2) formulate plans for activities to reduce the environmental burden, and(3)allocate business resources to these activities.
In addition, we inquired into the co-relationships between TCfE and Balanced Scorecard with a view to summarizing the results from Target Costing into a strategic action plan for environmental protection. As the results, the study showed a new model of "Sustainability Scorecard" which has recently given rise to a discussion in Europe.

Our project, "Research of Diversified Management Accounting for Supporting Business Restructuring", covers the areas of immediate business relevance, namely : Real Option, Capital Cost, Internal Rate of Return, Strategic M&A Partnership, EAI (Enterprise Application Integration), Object Oriented Costing, Performance Management System of Intra-Company System, Tax for Restructuring and M&A, Shared Services, and Balanced Scorecard. Business restructuring has a variety of means and processes, and many factors contribute to its success. Our project employed both positive research (e.g. interviewing companies.) and the examination of the existing literature to give an appraisal to the various methods. Some members have published papers based on this research and the team submitted a final report entitled "Research of Diversified Management Accounting for Supporting Business Restructuring", which suggests the validity of some classes of management accounting information and proposes several methods to support business restructuring.

In this study, we invented the concept named Design to Performance (DTP) and we tried to practice DTP in the corporations. DTP is the approach which aims to design strategically the organizational performance in the stage of planning. In DTP, it becomes important to examine the good or bad of the strategy or the plan from the multiple view point. Thus we positioned the Balanced Scorecard (BSC) as one of the most important tools for realizing DTP We performed the study for the corporation which installed BSC by hearings and by action research. Action research is the way of study in that corporations and researchers cooperate for improving the performances of the corporation. The future of this method of study is active participation of the researchers in the practices of the corporation.
We developed the tools for connecting BSC to DTP We tried DTP worksheets (one of the tools which we invented) experimentally in the corporations and tested its effectiveness. In our process of action research, we witnessed it occurred the innovations and employees invented the new tool (the tree type strategic map).
In this study, we tried to apply the new concept and the new tools to the practice of corporation in order to induce the innovation. We believe it becomes possible to induce the new ideas and to test the effectiveness of these ideas by applying our way of study.

To ensure their survival in this age of mega-competition, corporations have been putting a great deal of effort into R & D and marketing. Nevertheless, there has been significant delay in developing management accounting infromationrelated to R & D and marketing.
By focusing mainly on production, control methods designed to reduce cost have been developed. Profitability improves not only when costs are lowered, but when revenues expand as well. Pinpointing revenues-influencing factors related to markets, products and customers, and thus clarifying the relationship between resource investment and revenue fluctuations, are important research goals management accounting.
However, research in management accounting has accomplished very little, where market and customers are concerned. The mission of this research is to discuss the development and feasibility of accounting measures related to marketing and research and development.
While surveying existing research on accounting measures related to markets, products and customers, we interviewed representatives from 20 leading companies in Japan. We also sent questionnaires to all of the 1,165 companies listed on Tokyo stock exchange, asking about management of R & D and marketing costs.
The factors that varies revenue are called revenue drivers. They include, for examples, product quantity, product features, advertising expense, brand loyalty, sales promotion, namber of distribution channels, number of sales cutles, and number of retained and new customers. If the correlation between revenue and resources invested in a specific revenue drivers is quantified, we can make such investment more effective and efficient in attaining the revenue goals.
There is a certain amount of correlation between advertising expense and revenue, and greater correlation between sales promotion expense and revenue. For practical purpose, however, such correlation is not cleary understood and such information is little used in decision-making.
There is also certain correlation between new products and sales or profit. Despite the recession, companieswith a relatively large portion of new products in their product lines have been growing steadily and enjoying relatively high profitability. There have been attempts to measure R & D results as "technical stock, " calculate that from anticipated sales, and maintain it at a certain level. A very few companies have established systems that base their R & D investment levels on some logical ground.
We have seen few examples of revenue drivers and technological stock in practical use as control tools in Japanese companies. It is possible, technically, to develop such accounting measures. By accumulation fact-finding research, we must develop and promote models that can help project more precisely the correlation between investment and revenue.

　現代の企業は資金供給者に対する説明責任を果たし，納得性の高い合理的な経営を行っていくためにリスクを考慮に入れた数量的アプローチをとることが望まれる。私は，そのようなアプローチについて研究を進めてきたが，本研究もその一環である。本研究では，日本の先進的企業の実務家との情報交換を核とした研究を進めた。　従来管理会計の分野では，学問的にも実務的にも投資に対するリターンに関心があり，リターンと関係があるはずのリスクに対しては明示的に考慮に入れてこなかった。リターンとともにリスクを考慮に入れたマネジメント・コントロール・システムを構想していくべきであるというのが，本研究の問題意識である。　実務家との交流を通じて，総合商社ではリスクを考慮入れた業績尺度として金融機関で考案され，使用されているRAPM（risk-adjusted performance measurement）に独自の工夫を加えて適用し，リストラクチャリングを始め，業績改善に役立てていることを知った。そこで，本研究では，RAMPの基本的考え方，枠組みについて研究を進めるとともに，総合商社以外の事業会社にRAMPの枠組みが適用可能かを検討した。　RAPMはリスクとリターンの両方を明示的に考慮に入れた経営指標であり，その意味で従来の伝統的な管理会計の手法を超えたものとして評価できる。しかしながら，研究を通じて，一般の事業会社が置かれている状況はRAPMが基本的に想定している状況とは異なること，また，一口にリスクと言っても，実はリスクは多様であり，リスクの質とでもいうべきものを考えていく必要性があること，リスクにどう対処するかといった行動主体側の態度も問題にしていく必要があることを確認した。リスクとリターンの両面を考慮に入れたマネジメント・コントロール・システムとしては，一般の事業会社に対しては別の枠組みが必要だと考えられる。これを明らかにしていくのは，これからの研究課題である。