Qin, YaoSong, LeiShi, Linda HuiTan, Kang2024-04-182024-04-182023Qin, Y., Song, L., Shi, L. H., & Tan, K. (2023). A global perspective on combating Shanzhai products: Cross‐cultural solutions. Thunderbird International Business Review, 65(4), 409–421. https://doi.org/10.1002/tie.22343https://doi.org/10.1002/tie.22343https://hdl.handle.net/1828/16364To compete on the world market, companies from emerging economies often adapt their innovations to satisfy unique cultural needs. They do so, in part, by copying the products of their western counterparts with a degree of modification. This approach is referred to as Shanzhai, which is a Chinese neologism meaning “copycat.” In this article, we discuss the Shanzhai phenomenon and explain Shanzhai's development stages and threats to original brands across the globe. Then, we examine how cultural factors (i.e., power distance belief, face consciousness, and analytic vs. holistic-thinking style) influence consumers’ perception towards Shanzhai products. We further suggest that original manufacturers should adopt selected strategies to combat Shanzhai threats vis-à-vis three cultural drivers. One driver entails launching full product lines and developing new distribution channels in high power distance belief cultures but promoting brand originality in low power distance belief cultures. A second alternative involves embracing a sustainable and green brand image in low face-sensitive cultures but strengthening brand logo impacts and enhancing intangible brand benefits—such as social value (e.g., brand user profile, prestige)—in high face-sensitive cultures. The third entails communicating integrated product values in holistic-thinking cultures but highlighting an offering's most competitive and unique features in analytic-thinking cultures.enAttribution-NonCommercial-NoDerivatives 4.0 Internationalcross-cultural solutionsemerging economiesface consciousnesspower distance beliefShanzhai productsthinking styleArticle