In the middle of the post-merger integration process voices expressing a need for innova­tion was heard. What was the reason for this change of focus in the organization and why did they use the concept innovation? This paper is based on a study of a merger between a Finnish and a Swedish company. Both companies had historically been family com­panies but one of them was listed on the Stockholm Stock Exchange in 1993 which had changed the business logic in the organization. When talking to the managers after the merger they referred to cultures to explain problematic issues. In this paper, the frame concept is used to analyze organizational cultures, and to compare them with the notion of an innovative organization. It turned out that the two pre-merger organizational cultures had stronger innovative features, compared to the culture in the new, merged company. This is followed by a suggestion that innovation should be seen as a method for integration, rather than a goal for the new organization.