Our research has important implications for practice. For example, our evidence that ambiguity-tolerant and intolerant evaluators provide different evaluations of managers based on the same BSCs when performance is relatively strong suggests that at least one group’s evaluations may be inaccurate. Inaccurate performance evaluations can lead to many problems, such as improper allocation of resources to managers and suboptimal promotion decisions. In particular, decisions by ambiguity-intolerant evaluators warrant scrutiny, be- cause denying the importance of ambiguous information to alleviate discomfort is likely to compromise decision quality.Indeed, because BSCs should be designed so that each measure is strategically relevant, failure to fully consider information is especially inappropriate in the BSC setting (Libby et al. 2004).