This study examines the consequences of status inconsistency for the performance of multi-unit organizations. Status inconsistency refers to the extent to which social actors occupy status positions accorded different amounts of social esteem and prestige in different social systems. Status inconsistency affects the performance of multi-unit organizations by weakening the well-established positive effects of status on performance because it creates status ambiguity that makes external evaluations of the organization and its individual units more difficult. Distinguishing between high-status and low-status multi-unit organizations, we argue further that status inconsistency is particularly problematic for high-status multi-unit organizations, whereas low-status multi-unit organizations may actually benefit from status inconsistency. We test our arguments using a longitudinal sample comprised of 109 international business schools and their finance, accounting, marketing, management, and operations departments from 2002 to 2013. Our study concludes with a discussion of the contributions our research makes to status theory and research and the managerial relevance of our findings.