Mergers are complex phenomena, strewn with uncertainties and instabilities, with results that are often disappointing and difficult to explain. It is therefore important to continue research on these phenomena by adopting original approaches taking into account their complexity. This research studies a post-merger integration process through the prism of complex thinking following Edgar Morin to enrich our understanding and help researchers and practitioners think and understand mergers differently. The aim is to understand how dialogic phenomena and the responses of actors to these phenomena emerge and interact. Our results show four dialogic phenomena in the merger process under study (long-term and short-term commitments, trust and mistrust, autonomy and control, co-creation and protection of knowledge). Our contributions underline that the behavior of actors in the face of these dialogic dynamics is part of a process of knowledge creation (Piaget, 1923, 1936, 1946, 1975), and that disorders and instabilities are inherent in the process of collaboration and become sources of reinvention (Morin, 1980).