Goodwill impairments serve as a leading indicator of a decline in future profitability. Thus, management often use their discretion not to recognise impairment losses to avoid negative capital market reactions and to hide past suboptimal investment decisions. This exploratory paper examines whether accountability mechanisms are effectively restrict opportunistic management behaviour. We conduct an experiment with 90 experienced financial statement preparers and management consultants to compare accountability practices commonly used in practice against enhanced accountability requirements. We find that participants under increased process accountability are more likely to recognise impairment losses, engage in more balanced information search, and exhibit less biased information processing. Specifically, we argue that a stronger focus on process accountability in audit committee operations can reduce existing cognitive biases. We also find that consultants contribute to neutral information processing.