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Data were collected from loan officers using a computerized process-tracing program to help shed some light on how source credibility impacts the judgments made by loan officers. Loan officers did not structure loans more restrictively regardless of whether they were in the positive or negative character condition or whether they approved or denied the loan. Negative source credibility affected decision process effort but did not produce the tradeoff between loan approval and loan structure that is suggested in the literature. Although significantly more (fewer) loans were denied when character information was negative (positive), a majority of loan officers in the negative character condition approved the loan. While most loan officers were aware of negative source credibility, they did not react by denying loans or adjusting loan structure.

The purpose of this paper is to examine when auditors' decision behavior is rigid and adaptive in the going‐concern judgment. Because rigid behavior has been found to produce inappropriate outcomes, understanding when decision behavior is rigid or adaptive can lead to improved decision making.

An experiment is conducted using cases based on real companies to produce information search traces as dependent measures that are studied in the ill‐structured and structured parts of the going‐concern task.

Auditors are adaptive in ill‐structured tasks and rigid in structured tasks as predicted by theory. Evidence of flawed decision making commonly found in studies of fixation and related concepts was not found.

The findings suggest the importance of explicitly accounting for task structure when studying decision behavior in situated contexts. Future research could assess whether task structure similarly impacts behavior in non‐auditing contexts.

Researchers and practitioners have long been concerned about inappropriate rigid behavior. This paper helps practitioners better understand when rigid or adaptive behavior is likely to occur to improve decision making.

Taking a novel approach to reconcile two well established but conflicting bodies of literature by focusing on “when” not “whether” people are rigid or adaptive, this paper resolves a long‐standing paradox. The implication for the literature is that reframing the question and directly measuring behavior demonstrates that individuals are neither rigid nor adaptive, but can be both as they follow behavior that is consistent with the demands of the task when the demands are defined in terms of task structure.

The Editor and Associate Editors at AABR would like to thank the many excellent reviewers who have volunteered their time and expertise to make this an outstanding publication. Publishing quality papers in a timely manner would not be possible without their efforts.

This paper aims to extend the existing triple bottom line framework (Prosperity, People and Planet [so-called 3Ps]) with a new dimension, namely, Prophet, to reflect Islamic values (the now 4Ps) for banks seeking compliance with Islamic religious principles.

This study conducts a survey of 504 Islamic bank stakeholders across six provinces in Indonesia and use regression analysis to test the applicability of the 4Ps. This paper further examines their application in two large Islamic banks in Indonesia and Malaysia.

The models are all highly significant and well reflect a broad stakeholder perspective on bank performance. Of the four elements, this study finds stakeholders rank Prosperity first, followed by Prophet and then Planet. The case studies strengthen the application of the new Prophet dimension as a way for Islamic banks to improve their financial, social and economic performance, particularly during periods of financial distress.

This study only uses survey data from a single country, and this may limit the generalizability of the findings.

Practitioners will find the quadruple bottom line useful in assessing organizational performance, as will regulators seeking to improve the social and economic outcomes of the Islamic banking sector.

This paper internalises maqasid al-syari’ah (the most basic goal of Islamic law) as a simple but essential approach to organizational performance using empirical evidence from a real-world banking setting.