【Fantasy】Do Japanese people abroad get along well?

Japanese companies (and their staff) expanding overseas—even competitors or industry peers—are said to share a strong spirit of mutual support and solidarity.

Before coming to China, I had heard this many times.

Japanese people fighting alone in a foreign country will naturally help each other and establish cooperative relationships.

Admittedly, this trait of “valuing harmony” is not completely missing. However, when you are actually in the overseas business field, you will find that this is not the case.

This article will delve into the real gap between Japanese companies and overseas Japanese.

Why does the illusion of “overseas = Japanese mutual assistance” exist?

Why do Japanese people often assume “fellow Japanese will help each other overseas”?

Rooted in Japan’s unique village culture and mutual aid spirit, this belief persists. Some companies even advise in pre-overseas training: “Lean on Japanese-linked firms and institutions.” Media also frequently highlights Japanese success stories abroad, stoking such expectations.

Especially for first-time expats or business starters, anxiety fuels the natural hope: “Being Japanese, we’ll surely understand each other.”

But what about in actual overseas work?

But reality is less straightforward.

In business especially, the fiercer the peer competition, the tenser the dynamics. “Smiling on the surface while vying for market share behind the scenes” is common—little different from Japan itself.

Overseas, companies and individuals also have stronger self-preservation instincts. Risky information isn’t freely shared, nor is help readily given. Cooperation does emerge when interests align, but this stems from “business logic,” not shared nationality.

“Silent Competition” among Japanese Companies Overseas

Overseas Japanese firms—even rivals and peers—often engage in “silent rivalry” beneath a veneer of cooperation. This is particularly common in tight-knit Japanese business networks across highly competitive regions: China, Southeast Asia, parts of North America’s West Coast, and more.

“Silent rivalry” describes a state where direct conflict is avoided, yet competitive drive simmers beneath the surface. While outwardly maintaining amicable relations, deep-seated competitiveness persists, at times shaping work approaches and decisions.

Overseas, the close-knit nature of Japanese corporate (and expat) communities makes avoiding overt, direct clashes a common tendency.

The delicate balance between competition and cooperation

The “silent rivalry” between Japanese firms often hinges on a delicate balance of competition and cooperation.

Take, for instance, Japanese companies entering the same market with similar products or services: they may seem to collaborate on shared challenges, yet privately view each other’s growth as competitive threats. In negotiations, both sides are keen to gain the upper hand.

When multiple Japanese players in an industry vie for local market share, they may outwardly “wish each other success,” but behind the scenes, they strive to stay ahead, leaving no room for rivals to overtake them.

This competitive drive—especially the urge to avoid being outpaced in negotiations or proposal submissions—can sometimes surface unguarded.

Friction caused by competitive spirit

Even among Japanese firms, rivalry often breeds friction. When multiple players crowd the same market, heightened competition frequently creates psychological distance—marked by reluctance to share information or collaborate.

Consider a Japanese company launching a new product or service: it may avoid sharing details with fellow Japanese firms, or fixate excessively on competitors’ moves to evade unnecessary risks.

Thus, even relationships that seem cooperative on the surface can see competition intensify, often unnoticed.

Perception differences between Japanese companies

This is understandable: despite being Japanese, each firm operates independently, so differences in corporate culture and management philosophies can complicate matters. Even in partnerships, divergent work styles or communication approaches—rooted in differing mindsets—can hinder collaboration.

What’s more, overseas Japanese companies adopt varied business strategies: some prioritize long-term growth, others chase short-term gains with urgency. Aligning on optimal solutions thus often takes time.

Such gaps can turn initially smooth partnerships rocky over time, eventually leading to their collapse.

However, “silent competition” also has its benefits

The “industry-wide ecosystem” formed by this

This silent rivalry can actually invigorate entire industries.

Competition drives companies to pursue differentiation, upgrade technologies, and refine services—ultimately benefiting consumers and the broader market. It pushes firms to innovate relentlessly, seek efficiency, and meet market demands, fueling overall industry growth.

When one Japanese company gains an edge with new technology, others take note and upgrade their own capabilities, lifting the industry’s technical standards. As this culture of “innovation promotion” spreads, it can spark a virtuous cycle: boosting collective competitiveness and fostering market maturity.

How else can we get along harmoniously?

Overseas Japanese companies (and their staff) may be polite on the surface, but in reality, their top priority often remains “protecting their own company and ensuring its success.” This isn’t personal animosity—it’s simply the “survival instinct of doing business abroad.”

〇 Focusing solely on trading with other Japanese firms means a smaller market than in Japan, with fiercer competition.
〇 Overseas, the belief “waiting means losing” runs strong.
〇 At the core, both companies and individuals are driven to “succeed and survive.”

This isn’t to say “trust no one.” The key is to avoid overblown expectations and calmly gauge boundaries.

Adopting this mindset eases much of the strain in overseas relationships—especially among Japanese peers. From there, you can gradually deepen ties only with those truly worthy of trust.

〇 Don’t assume that someone is your partner just because they are Japanese.
〇 First, treat them as equals, like business partners.
〇 Handle information carefully and take the initiative.

Summary

Just because Japanese people go abroad doesn’t mean they will get along well with each other.

We work together because it is mutually beneficial, not because we are Japanese

Accepting this cold reality is the first step to doing business overseas.

Reality trumps expectations

Calmly evaluating relationships will help you succeed in overseas markets.