Using a questionnaire on the investment evaluation techniques used for capital investment decisions by Japanese companies in 2011, we found that the payback period, cost comparison, and breakeven methods were the most frequently used, respectively. This suggests that there is greater diversity in the investment evaluation techniques used by Japanese companies than we originally recognized. Based on a literature review of both methods, we identified two basic forms: those drawing and not drawing on the concept of the time value. Using cluster and correlation analysis, we found these methods are similar to the simple payback period method and are often used alongside this particular method. Therefore, we conclude that the cost comparison and breakeven methods do not reflect time value.

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　The aim of this paper is to explore the way in which lower managers, who are expected to not only play formally prescribed roles but also autonomously respond to market changes, use management accounting information in the process of their interactions. Drawing on the case study of a Japanese manufacturing company, we focus on the reciprocal interactions among lower managers and their use of management accounting information. Though formal management accounting information often discouraged lower managers to interact with each other, the exchanges based on reciprocities could enhance their interactions. We identified two types of reciprocal exchanges: restricted exchange and generalized exchange. In the restricted exchanges, lower managers can understand the information needs from other managers through the shared local exchange mechanisms, rather than the formal management accounting information. In the generalized exchanges, the stated corporate missions could enhance the expectation for reciprocal returns but give rise to the imposition of the corporate values. It was found that interactive mechanisms to identify the returns were used to facilitate the generalized exchanges.

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　I interviewed top management and employees of Komagane Denka Co. from 2010 to 2012. The company introduced MFCA to reduce water, oil and electricity. In addition to it, the visualization of their wastes by MFCA motivated the employees to work. Also, the expansion of MFCA by the four lines raised awareness of environmental management and made ties in the company. Finally, it was important to have a strong motivation to succeed and make the good relationships among the employees. As the executive director of the company recognized clearly the effect of MFCA on motivation of task, I proposed a strategy map by BSC in order to develop 3 years management plan at the meeting in Jan. 2012. The strategy map I proposed enables the company to present scenario which raise corporate identity and employee morale. This paper reports the findings of hearing survey at Komagane Denka Co.

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　The purpose of this review paper is to show how middle management in healthcare organizations coordinates their organizations utilizing management accounting system (s) between top management and frontline healthcare professionals. Management accounting system (s) was endeavored to introduce into a healthcare organizations due to introducing New Public Management (NPM) initiatives. However, prior research indicates, as a result of introduction of management accounting system (s), frontline medical professionals react in two different ways-resistance and acceptance. This paper focuses on a role of middle managements’ coordination in order to secure goal-congruence. There are two roles of middle management in a healthcare organization, which are “Absorption” and “Two-way windows.” The former role means that middle management considers a function of a frontline operation as the first priority and absorbs accounting information from top management so that the information does not influence frontline activities. The latter role means that middle management translate accounting information from top management into bottoms to both concrete a frontline activity and communicates the information to frontline staffs, to collect opinions from frontline staff opinions and is reflected to top management. As a result of literature review, this paper clarifies two findings. First, while middle management is required multiple accountability such as “professionals” and “managers”, they decide their role out of two ways-“Absorption” or “Two-way windows”, and control role expectations of top management and frontline staffs, in accordance with their organizational contexts. Second, this paper indicates that it is unclear how and why middle management keep their Absorption role utilizing management accounting system (s) and absorb collected information from frontline, without informing it to top management. This paper indicates the unclear point as a future research issue. This paper has important contribution to show an unclear point of organization coordination by middle management and reveal the future research issue.

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　Today’s general trading companies are not only doing traditional trading operations, but also combining various functions overall and creating value chain. In particular, this paper based on published information, consists of data that is gathered from a variety of sources of Mitsubishi Corporation. We will clarify the overview of organizational management control with regard to the planning of strategy, the business portfolio management, the mechanism of the screening and evaluation of business projects, and the risk management.

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