Indigenous Business Management Practices in Indigenous Pharmacies: A Case Study from Yakkala Area

Abstract

Abstract Indigenous medicine systems are a vital component of Sri Lanka’s healthcare framework, particularly in rural and semi-urban regions. In these areas, indigenous pharmacies function both as healthcare providers and family-run enterprises, preserving ancestral medical knowledge, culturally embedded management practices, and traditional ethical healing principles. The Yakkala area is of significant importance for indigenous medicine, as its rich biodiversity and long-standing traditional knowledge systems support the sustainable use of medicinal plants that are central to local healthcare practices and cultural heritage. Nevertheless, the prevailing business and management frameworks applied to healthcare are predominantly influenced by Western commercial and biomedical paradigms, which frequently neglect the social, cultural, and ethical foundations of indigenous medical enterprises. As a result, the management strategies of indigenous pharmacies are underrepresented in academic research and policy formulation. This study explores indigenous business management practices in indigenous pharmacies in the Yakkala area, and seven indigenous pharmacies were purposively selected. Using a qualitative case study design, primary data were collected through in-depth interviews with owners and family members involved in managing pharmacies across multiple generations. Thematic analysis was conducted following the six-phase framework proposed by Braun and Clarke. According to the case study, the findings reveal that the studied indigenous pharmacies are primarily family-managed enterprises characterized by informal management structures, experiential decision-making, and oral transmission of medical and business knowledge. Ethical values such as prioritizing patient welfare over profit, strict adherence to traditional prescriptions, and commitment to medicine quality strongly guide business operations. Leadership and succession processes are gradual and mentorship-driven, although challenges exist in engaging younger generations due to modern educational and career aspirations. The study also identifies selective integration of modern regulatory requirements alongside traditional preparation methods. The study concludes that the indigenous pharmacies examined in this research operate according to distinct management philosophies rooted in indigenous knowledge systems and ethical healthcare values. Recognizing and legitimizing these practices is essential for sustaining indigenous medicine enterprises and protecting traditional knowledge. Policy interventions should promote culturally sensitive hybrid management models that align indigenous values with appropriate modern business practices.