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Biodiversity markets offer considerable promise but are accompanied by controversies. Here, we map the utilization of native species (NS) from Brazil's biodiversity across eleven industrial sectors: foodstuffs, beverages, textiles, clothing, leather, wood, pulp and paper, biofuels, pharmochemicals, rubber and furniture. We show that there exists a diverse range of NS use in industrial products (48%) and activities (73%). These economic activities represent potential annual exports of approximately USD $50 billion. However, we found that only 1% of the potential business, USD $500 million of annual exports, is consolidated and can be traced to such products. We show that biodiversity markets and larger annual revenues locate in municipalities away from places in which biodiversity products originate. Therefore, the biodiversity business in Brazil remains largely untapped. This prompts a critical examination of the role of biodiversity within the Brazilian industry and its alignment with the Brazilian Biodiversity Law and the Nagoya Protocol. Our study is a pioneering effort that provides strategic recommendations. We suggest that the responsibility for sustainable NS utilization predominantly falls on sectors dominated by major corporations, most notably pharmochemicals and biofuels. These industry sectors possess the potential to lead the transition towards responsible and sustainable biodiversity practices within Brazil. [ABSTRACT FROM AUTHOR]

While sustainability standards promise better labor and environmental conditions, changes in actual practice occur inconsistently. Existing literature has explained this mainly through focusing on structures and mechanisms that originate from outside producers' organizations. This paper instead examines the intraorganizational process by which rules turn into practices on the ground. It offers an inside-out approach that draws on data from an eight-month participant observation study of certified agricultural commodity producers in Brazil. The key finding of this paper is that rules get turned into practices through discovering and cultivating a practice ecosystem in which certified producers in the Global South learn to implement new practices through a self-guided, two-step discovery process. First, they must discover how to build and integrate the elements of a practice; second, they must discover how to support the internalization of this practice. Further, adjacent practices—those alongside the ones that need to be integrated—are pivotal in determing whether producers succeed in building new practices. This paper contributes to the literature on sustainable commodity governance and to organizational theories of practice adaptation. It shows that sustainable commodity governance depends not only on external structures and mechanisms, but also, equally importantly, on the internal organizational mechanisms for new practices to take hold. [ABSTRACT FROM AUTHOR]