This paper conceptualizes a post-merger integration process as a quest for semantic fit in the process of changing meaning in international business; a study of how meaning is constructed in the creation of a new social setting after a merger. The analysis showed how the integra­tion discourse consisted of dualistic tensions in several dimensions, and how management worked towards homogenization to deal with these tensions, which in itself created a tension in the dimension heterogeneity – homogeneity. The paper is based on a longitudinal field study of post-merger integration meetings in a mangement group.