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The ‘fit healthy’ body has been invoked in popular discourse as far less vulnerable to communicable diseases like the novel coronavirus both in mainstream accounts of the pandemic and in more fringe anti-vaccine discourse. Those opposed to vaccination argue the management of the body through diet and exercise allows for natural immune processes to manage COVID-19. This chapter interrogates anti-vaccine sentiment in Western countries such as Australia, Canada, the United Kingdom and the United States to demonstrate the pervasiveness of discourses that position the maintenance of a ‘fit healthy’ ideal body as an alternative to preventative medicine such as vaccines. Drawing on several key examples, this conceptual chapter explores the ways bodily ‘wellness’ became a part of vaccine hesitancy discourse during the pandemic, as risk is balanced through calculations of what vaccines might ‘do’ to a body and the body’s capacity to respond to illness.

Interest in the intersection of sustainability and supply chain resiliency has grown in recent years by managers and scholars. However, examples of how sustainability can improve resiliency are rare. The purpose of this article is to address this dearth of evidence by investigating how sustainable strategies and practices can create more robust supply chains that are resilient to global disruptions. A strategic model of resiliency is introduced based on the supply chain management practices at Dr. Bronner’s, a rapidly growing personal care product company. The case study data explores the relationship between sustainability and resiliency and reveals a potential pathway for companies to merge the two.

We operate in a complex dynamic world where human activities interfere with the environment in ways that may cause unpredictable extreme outcomes that reflect exposure to uncertainty and unknown factors as opposed to identifiable risk events. As humans, we tend to downplay the effects of uncertainty and create a false sense of security by adopting formal control-based management practices where we in truth face more uncertainties than we realize. Hence, we attempt to assess extreme disaster events to mitigate adverse effects but fail to address the underlying causes for the exposures rooted in the way we have organized global economic activities. Exposures partially derive from the way enterprises govern their economic assets while systemic exposures derive from the way we conduct our global business practices. Identified exposures are typically local whereas the systemic causes are global with collective societal effects. Therefore, mitigating enterprise exposures will not address the global systemic causes for the extreme societal effects. To reach more sustainable solutions we must involve businesses that operate the global economy as well as the societies they operate in around the world. Given the extreme uncertainty of systemic risks, grand solutions cannot be derived from computational analytics but require experimentation among engaged public and private organizations and open collaborative learning to identify viable solutions from diverse insights. We must embrace uncertainty to explore innovative opportunities for proposed solutions and implement them in gradual co-evolving progression to develop viable sustainable economic outcomes.