This book delves into the complex relationship between globalization, nationalism, and business. Christina Lubinski sets her research in India, a country with a rich and multifaceted history, to investigate how German companies leveraged nationalism to enhance their resilience and competitiveness in an integrated world. She examines how these businesses develop strategies that align national interests with global objectives while navigating the political and cultural intricacies of doing business across different countries.

The book is organized into two parts, covering the period from the 1880s to the 1980s, focusing on the strategies employed by German multinationals to navigate nationalism and enhance their competitiveness in the Indian market. Part One examines the competitive dynamics shaped by nationalism during the First World War era. It includes discussions of how German-based multinationals, in this case Siemens and Bayer, penetrated the British India market in the "shadow of Britain’s dominance and frequently also by British mediation" (p. 19). In the following chapter, the book highlights the significance of Indo-German alliances, stressing how German manufacturers effectively utilized local channels and connections in two highly contrasting niche markets: the bazaar market of cutlery and the sophisticated gramophone market.

Part Two, comprising of four chapters, discusses post-colonial challenges in a “wobbly world” and how German multinationals creatively aligned their objectives with Indian aspirations and laid a strong foundation for navigating future cross-national challenges. Lubinski emphasizes the intertwining of nationalism and globalization and how German businesses used nationalism to sustain their competitiveness within the Indian market, all within the framework of the "mental map of nationalism".

Lubinski's book draws on a wealth of resources from archives around the world, including those in Germany, India, the United Kingdom, and the United States. Among the corporate archives consulted are those of Daimler-Benz, Siemens, Krupp, and Unilever. Furthermore, the author also explored numerous specialized collections found in libraries across Germany, India, and the United Kingdom. Historical newspaper articles were also incorporated to strengthen the understanding of nationalism and multinational strategies.

The book sheds light on how German multinationals adapted to the Indian market and leveraged their position as latecomers to successfully rival British businesses. The German firms' experiences in India and their reliance on British intermediaries and agencies are reminiscent of their penetration into the British Malaya colonial markets in the early nineteenth century.1 Despite being industrial latecomers, Siemens and Bayer emerged as formidable rivals to British businesses. In the bazaar trade, German manufacturers successfully rivaled British businesses by capitalizing on product variety and adaptation, pricing strategies, local distribution channels, and government-sponsored market research to meet local needs and demands. Interestingly, similar traits were seen in Germans conducting business in the British Malaya colonial markets, where providing goods on credit proved to be a significant factor, among others, that won local support, which may be a fascinating phenomenon to explore in future comparative studies.2

Seen as a neutral party just before the First World War and not susceptible to anti-imperial sentiments, German traders, recognizing the "mental map of nationalism," quickly seized the opportunities to present themselves. The case study of Beka, the German gramophone maker, securing a contract with VLC over its British rival, the Gramophone Company, is a notable example. During the turbulent interwar years, India's aspirations for swift industrialization and self-determination collided with Germany's desire to expand its export business. And the growing complexities of Indo-German relations were centered on discussions about race, nationhood, and Aryanism. During this period, German multinationals sought to enhance their political capabilities by forming alliances with other German firms and government agencies. A new image of Germany empathizing with India's nationalist movement and reconciling Nazi ideology based on an Indo-German common past contributed to the enhancement of these political capabilities. This approach aimed to strengthen their ability to navigate challenges in both their home and host countries. German businesses even went so far as to develop intelligence units to help navigate the complex political landscape in India and spread propaganda to secure a foothold in the Indian economy.

Lubinski’s examination of the internment of Germans in Ahmadnagar and Dehradun during the two world wars highlights the networking and business opportunities that emerged within the camps. Notably, interactions extended to German employees from British Malaya who shared the same camps. As Lubinski astutely points out, this aspect opens the possibility for further investigation into the "longer term effect it had on collaborative business endeavors" and the enduring networks that may have "outlasted the war" (p. 175).

After the Second World War, Germany, to rebuild its economy, rekindled its relationship with India, supporting the newly independent country's needs for swift industrialization. Because of comparable challenges, Germany served as a model for development. Cooperation shifted toward strengthening educational ties, hiring Indians in managerial roles, and providing technical training to facilitate the Indianization process. When development aid became a vehicle for modernization in the developing world, German entrepreneurs gradually lost their historical competitive advantages in India. The Cold War was a turning point in Indo-German relations as the mental map shifted to designating nations according to their stages of development.

Lubinski’s book offers valuable insights into the historical dynamics of nationalism and globalization and their impact on multinational enterprises operating in emerging markets. It emphasizes the significance of incorporating politics and nationalism into business strategies. While the book may be challenging for readers without a background in the subject, it offers a thorough analysis of how German multinationals effectively navigated the complex interplay between nationalism and globalization in India. The extensive use of sources, although occasionally overwhelming, contributes to a comprehensive and insightful exploration of the subject matter. Furthermore, the book makes an important contribution to the historiography of German business in imperial markets, demonstrating the fluid nature of business history and its ability to draw on other disciplines like political science and international relations. Essentially, the book underscores the interdisciplinary nature and fluidity of studying business history in broader contexts.

Notes:
1 Shakila Yacob, Rising of the Phoenix: Mitigating Political Risk through Knowledge Management – Behn Meyer & Co., 1840–1959, Enterprise & Society 19 (2018), pp. 946–978; idem, Trans-Generational Renewal as Managerial Succession: The Behn Meyer Story (1840–2000), Business History 57 (2012), pp. 1166–1185.
2 Shakila Yacob, The United States and the Malaysian Economy (chapter two), London 2008.