Nationalism and Imperialism in South and Southeast Asia by Arnold P. Kaminsky Roger D. Long

Author:Arnold P. Kaminsky, Roger D. Long [Arnold P. Kaminsky, Roger D. Long]
Language: eng
Format: epub
ISBN: 9781351997423
Barnesnoble:
Publisher: Taylor & Francis
Published: 2016-09-13T00:00:00+00:00

Colonial Politics and Extension from Trade to Industry

Birla's growing awareness about political freedom made him more sensitive to colonial politics, especially as an ambitious businessman. In 1910 Birla started an independent business as a jute broker in Calcutta against the advice of his brother Jugal Kishore. He was only 16 years old at that time. This brought him in direct contact with the British in Calcutta. While he appreciated their business methods and admired their organizational skills, he resented their racial arrogance. He recalled, 'I was not allowed to use the lift to go up to their offices, nor their benches while waiting to see them. I smarted under their insults, and this created within me a political interest which from 1912 until today, I have fully maintained'.28 This political interest, arising in protest of racial discrimination, was reinforced after he heard Bal Gangadhar Tilak (1856-1920), a radical leader of the Indian National Congress from Bombay province, during his visit to Bengal in 1916.29 In addition, throughout the early 1920s he came under the spell of educationist and four-time president of the Indian National Congress, Madan Mohan Malviya (1861-1946), and Lala Lajpat Rai (1865-1928), the 'Lion of the Punjab', who drew him into active politics, urging him to lead a pan-Indian 'Hindu Nationalism'.30 His relationship with Gandhi also evolved during the mid- and late1920s making him a more committed participant in the nationalist movement during its final two decades.

By 1917 the Birla Brothers had already become the first Indianowned Calcutta firm with its own export office for jute in London, However, the office had to struggle to get recognized as it was not admitted to the 'official' Baltic Exchange for several years.31 Frustrated by this state of affairs, Birla was drawn to production-oriented economic planning for India. He was convinced that India's economic development depended on increasing indigenous production, which was possible only if India were free.32 In the preface to his book, India Progressing, Birla remarked,

It has been the policy of Birlas not to build up business just to accumulate capital, but to develop unexplored lines, harness the undeveloped resources of the country, promote know-how, create skilled labour and managerial talents; spread education and add to the efforts of the leaders of the country, who throughout this period have been struggling to build a new independent India, free from want, the scourge of unemployment, ignorance and disease.33

Such conviction was crucial in shaping the Birla corporate culture at a time when India was struggling for freedom. Given this vision, Birla was determined to establish a jute mill.

Birla's family neither shared his enthusiasm for the venture nor was it convinced about its profitability. The Calcutta business world at that time was sharply divided along racial lines. The European managing agency houses dominated foreign trade, shipping, and banking, while the Marwaris, traders who originally hailed from Rajasthan, dominated internal trade. The English, and especially the Scottish, who managed and controlled all sectors of business activities were also against the idea of any Indian businessmen entering the field to compete with them.

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