IS implementation failure is high, yet uptake of these systems is still on the rise. This inconsistency might be because of the rational and narrative approach which characterizes how IS implementation success and failure are currently assessed and defined in research. This study challenges these dominant approaches (rational and narrative) which views outcomes as static and fixed by adopting a performative view. Hence the question: How are the realities of IS Implementation outcomes performed? This study adopted a case study methodology and used Actor Network Theory (ANT) in reconstructing the implementation story and producing knowledge claims. Findings indicate that the realities of IS implementation outcomes are performed by and within the groups in which the IS implementation is assessed. In this study, the IS implementation was assessed in two different groups and performed concurrent competing realities of IS implementation outcomes. This study elicits how factors such as expectation management, organizational politics, market recognition and the conditions of possibility played a key role in the intra-actions that enacted the realities of IS implementation outcomes. These factors were not pre-given rather they were locally produced within the IS implementation actor network.