The dominant role of Kyoju-kai (the professoriate) in university governance in Japan is now facing a critical examination as part of university reforms in response to global competition. What are the determinants of the characteristics of participation in university governance by individual faculty members? In what way does the organizational structure, such as the professoriates at Japanese universities, influence the participation patterns? This article first establishes an analytical framework for the examination of the role of the professoriate of Japanese universities, applying the arguments of McNay (1995) and Ehara (2010). Secondly, the structure of faculty participation in university governance in Japan is examined through analysis of recent survey data on the academic profession in Asia. Thirdly, through a comparative analysis this paper examines how dominance of decision making by the Kyoju-kai or the faculty committees and boards does not necessarily assure a sense of participation among faculty members. Based on the examination above, the author discusses how the legal protection of Kyoju-kai in Japanese universities does not necessarily assure collegium-type university governance, but may lead to a bureaucracy that satisfies neither institutional managers nor faculty members. Finally, the author discusses the significance of the above points in the broader context of the historical transformation of the characteristics of university governance in Japan, and argues for the necessity of further comparative studies based on a precise understanding of the historical and organizational contexts of universities and higher education systems.