Japanese firms are using gaming tournaments, from online mahjong to toy battles, to replace drinks and golf as a lower-pressure way to network and build ties.
In Japan, corporate networking is finding an unlikely new arena: games. As traditional relationship-building staples such as after-work drinks and golf lose some of their appeal for certain workers, a growing number of companies are turning to organized competitions—ranging from online mahjong to toy-based contests—to help employees and business partners connect in a lower-pressure setting.
One example unfolded in Tokyo in October, where businesspeople joined an online mahjong tournament. Participants logged in remotely rather than gathering around a table, reflecting a broader shift in how professionals meet and mingle. Organizers and corporate backers say the format appeals to people who may be less enthusiastic about conventional socializing, while still offering a structured way to interact, read others’ styles, and build familiarity over repeated play.
Industry players point to the pandemic as a key turning point. A representative involved in Toppan Holdings’ esports business said online games expanded rapidly during COVID-19, when companies sought alternatives to face-to-face events. Even as in-person meetings return, the habits and infrastructure developed in those years—digital platforms, streaming tools, and remote-friendly competition formats—have made gaming-based exchanges easier to maintain.
The concept extends beyond video games. “Battling tops,” a competitive pastime built around spinning-top toys, is also being used as a shared activity that can cut through hierarchy and formality. Supporters argue that games provide an instant common focus, giving strangers something to talk about and a reason to collaborate or compete without the social expectations that can come with drinking parties or the time and expense associated with golf.
For companies, the appeal is pragmatic. Well-run competitions can be designed to include employees across offices and age groups, and online formats lower the logistical barriers for busy professionals. They also offer a way to include people who might otherwise be sidelined by the norms of corporate social life—whether because of personal preference, schedule constraints, or discomfort with alcohol-centered events.
Gaming, in this sense, is being positioned not simply as entertainment but as a tool: a structured, repeatable mechanism for bringing people together. As firms experiment with new approaches to workplace culture and external relationship-building, tournaments and game nights are increasingly treated as part of the networking toolkit rather than a novelty.
Why it matters
Japan’s companies are searching for new ways to foster connections at a time when work styles and social expectations are changing. If gaming continues to gain acceptance as a professional networking format, it could reshape who participates in relationship-building—and how inclusive those opportunities are. The next key question is whether these events remain an add-on, or become a standard option alongside more traditional corporate gatherings.