Plantation companies face growing regulatory and stakeholder pressures to conserve biodiversity in their business operations. However, their responses to these institutional pressures remain largely unexplored, particularly in sectors such as tea.This study aims to identify the institutional factors influencing corporate biodiversity management in Sri Lankan tea plantation companies and how such influences are translated into organizational practices. The data gathered using multiple sources, including interviews, field visits and document analysis, were analysed using institutional theory. The study reveals that regulatory influence and certification standards have significantly shaped biodiversity management practices, leading to structuraland field-level changes within tea plantation companies. The tea companies' conservation initiatives have been institutionalized with homogeneous characteristics at the managerial level. However, in the actual practice, institutional pressures have been translated into many heterogeneous practices at the field-level due to the numerous ways in which ideas disembed, travel and reembed across different organizational levels and are implemented by operational staff in a variety of ways.

Corporate biodiversity management (CBDM) is a primary environmental concern in the food and beverage industry, especially the tea sector. However, the way teaproducing companies pursue sustainable biodiversity management practices, and how these practices lead to organisational change at the lower tiers of the food supply chain remain under-researched. Using alternative models of organisational change and data from interviews, field visits, and documents, this study analyses the practices adopted by a tea producer in a highly environmentally sensitive area in Sri Lanka, and how these practices have led to organisational change. The findings show that environmental disturbances in the tea industry's value chain primarily influence the organisation's design archetypes, in turn leading to CBDM through organisational subsystems and interpretive schemes. The study shows that adopting CBDM practices gradually and consistently leads to sustainable outcomes over time.