Pierre-Yves Donzé
The Advantage of Being Swiss: Nestlé and
Political Risk in Asia during the Early Cold
War, 1945–1970
Multinational enterprises faced new political risks after World
War II in the context of decolonization and the Cold War. The
risks were particularly high in Asia between 1945 and 1970.
Although the relevant literature has focused essentially on
organizational innovation and strategic choices in explaining
how firms dealt with these new political risks, this article
explores the informal roles that governments of small,
neutral countries played in supporting their multinationals
abroad. Looking at the case of Nestlé in Asia, the article
argues that the backing of the Swiss federal authorities was
crucial for the company to overcome various kinds of risks
and ensure a long-term presence in the region.
Keywords: political risk, neutrality, Cold War, Asia,
Switzerland, Nestlé
W
hen companies go abroad and organize on a transnational level to
become multinational enterprises (MNEs), they face different
risks than they usually encounter at home.
1
Political risk includes a broad
range of dangers resulting from policies and decisions by governments
(protectionism, control of capital, confiscations and nationalizations, and
This work was supported by a JSPS Grant-in-Aid for Scientific Research, (B) 17H02550.
The author thanks Lisane Lavanchy and Marc Perrenoud for their kind support.
1
Geoffrey Jones and Rachael Comunale have, however, recently demonstrated that compa-
nies also face political risk at home, particularly in emerging countries. See Jones and Comu-
nale, “Business, Governments and Political Risk in South Asia and Latin America since 1970,”
Australian Economic History Review 58, no. 3 (2018): 233–64.
Business History Review, 2020: page 1 of 25. doi:10.1017/S000768052000029X
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reproduction in any medium, provided the original work is properly cited.ISSN 0007-
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