Work is divided on a group basis and the individual’s share is only vaguely stipulated.
This means that the area of mutual responsibility is broad. Which means that groups and individuals must be flexible – performing changing roles and being aware of the work of others.
This leads to broader knowledge, greater scope for input, and more interaction.
Example: The international operations of Honda and KOHKOKU; A discussion of the applicability of Japanese HRM practices overseas.
Source: Kujawa, D. (1986). Technology Strategy and Industrial Relations: Case Studies of Japanese Multinationals in the United States. Journal of International Business Studies, Vol. 14, No. 3 (Winter, 1983), pp. 9-22. ; Ishida, H. (1986), Transferability of Japanese human resource management abroad Human Resource Management, Vol. 25 No.1, pp.103-21.