38 On MNCs and political risk, see Ben Wubs, Neil Forbes, and Takafumi Kurosawa, Multinational Enterprise, Political Risk and Organisational Change: From Total War to Cold War (London, 2018); Jakob, Kleinöder, and Kleinschmidt, eds., Security and Insecurity in Business History; Mark Casson and Teresa da Silva Lopes, “Foreign Direct Investment in High-Risk Environments: An Historical Perspective,” Business History 55, no. 3 (2013): 375–404. For work on the resilience of MNCs during times of conflict and nationalism, see: Christina Lubinski, Navigating Nationalism in Global Enterprise: A Century of Indo-German Business Relations (Cambridge, 2022); Pierre-Yves Donzé, “The Advantage of Being Swiss: Nestlé and Political Risk in Asia during the Early Cold War, 1945–1970,” Business History Review 94, no. 2 (2020): 373–397; Christina Lubinski, Valeria Giacomin, and Klara Schnitzer, “Internment as a Business Challenge: Political Risk Management and German Multinationals in Colonial India (1914–1947),” Business History 63, no. 1 (2021): 1–26; Geoffrey Jones and Rachael Comunale, “Business, Governments and Political Risk in South Asia and Latin America since 1970,” Australian Economic History Review 58, no. 3 (2018): 233–264; Christina Lubinski and R. Daniel Wadhwani, “Geopolitical Jockeying: Economic Nationalism and Multinational Strategy in Historical Perspective,” Strategic Management Journal 41, no. 3 (2020): 400–421.