Following the strong response to our previous article on key relational concepts in Japan, we would like to explore another fundamental aspect of Japanese professional culture: hierarchy. This topic remains one of the most common sources of misunderstanding for international professionals working with or within Japanese organisations.
A recurring situation illustrates this clearly. It is not unusual for newly hired foreign employees to feel surprised—or even offended—when they are assigned tasks they perceive as unrelated to their role or beneath their qualifications. In some cases, this misunderstanding leads to premature resignations, not due to technical incompetence, but to cultural misalignment.
This dynamic is famously portrayed in Stupeur et tremblements by Amélie Nothomb, where the author recounts her experience working in a Japanese company and her gradual demotion within the organisation. Despite her fluency in Japanese and personal ties to the country, she struggled not with language, but with deeply ingrained cultural structures—particularly hierarchy.
In Japan, hierarchy is not merely an organisational choice; it is a social framework internalised from an early age and reflected across education, workplaces, and group interactions. Its philosophical roots can be traced back to Confucian thought, which emphasises order, respect, and clearly defined roles within a collective. Similar systems exist in varying forms across East Asia, including China and Korea.
The Japanese language itself reflects this structure through precise terminology. The concept of Senpai refers to a senior colleague—someone who joined earlier or has greater experience—while Kouhai denotes a junior colleague. A third category, Douhai, applies to peers of similar seniority, though even this relationship may be subtly differentiated by background or prior experience.
Within this framework, the kouhai is expected to demonstrate respect and compliance, often by undertaking a wide range of tasks without open resistance—including routine or administrative duties. In return, the senpai assumes a mentoring role, providing guidance and acting as a professional reference point. This reciprocal relationship is traditionally seen as essential to maintaining balance and group cohesion.
However, modern realities increasingly challenge this system. Situations such as younger senpai supervising older kouhai, or women holding senior roles over male subordinates, can still create discomfort in certain environments, as communication norms are governed strictly by hierarchical position rather than personal attributes. In some cases, excessive pressure on kouhai has led to criticism and regulatory responses aimed at preventing abuse of authority.
As a result, some Japanese companies—particularly those with international teams—have adapted or softened these hierarchical structures when working with foreign professionals, recognising the potential for misinterpretation and cultural friction.
Understanding the senpai–kouhai dynamic is therefore essential for anyone considering a professional or long-term engagement with Japan. Failing to adapt to this framework does not reflect a lack of competence or professionalism; rather, it highlights the importance of cultural readiness. As history shows, individuals may struggle in one cultural context and excel remarkably in another.
For organisations and professionals alike, cultural literacy remains a strategic asset. In Japan, appreciating hierarchy not as an obstacle but as a system with its own internal logic is often key to building trust, resilience, and long-term success.