In Finland, day care centre directors have traditionally led only a single unit, but after the recent merging of many units, most directors simultaneously lead several, physically separate units. These organizations are called distributed organizations. This study was carried out in two distributed day care organizations. The findings are based on interviews with and observations of the staff members. When organizational mergers occur, they raise questions about culture. The findings show that part of the culture should have been shared by all members across the organization, but staff also emphasized the importance of subcultures. Two of Meyerson and Martin's paradigms were found to exist in parallel: integration and differentiation.