This thesis explores the intersection between cartography and strategic thinking utilising a Strategy-As-Practice lens. Maps have long been used to (re)present our world and they form an epistemology of knowing. Mapping practices, whilst widely adopted, are still contested spaces. Although we know what maps are, we know less about how they work. This research identifies eleven elements of maps and proposes that they can be arranged in an epistemic technology as a mechanism for managers to explore their strategic thinking.

This research is a single case study of the impact of the introduction of both information technology (software, hardware and Internet) and a company policy about IT use on the internal operations of a fire truck assembly company and its supply chain relationships. Using Action Research, the research focuses on a fire truck assembly company in Thailand, where supply chain efficiency was not improving and where costs of, and relationships with, both upstream suppliers and downstream clients in the supply chain were increasing.