Acquisition integration requires emergent cooperation between individuals of two firms in order to combine and transfer resources. In this paper, we make use of social network analysis to study the influence of intra-firm network positions on individuals’ engagement in cooperations with the acquisition partner and analyze the effects of such behavior. We find that integration is mainly promoted by highly central as well as highly peripheral individuals in their intra-firm networks as well as by employees hired after the acquisition, indistinctive of their network position. When studying the benefits of integration driving cooperation, we found evidence for effects of preferential attachment and that overall rather non-cooperative behavior ensured revenue increases. Our results point towards the importance of opportunity-driven behavior when networks merge and nuance the notion of value leakage associated with acquisition integration, by suggesting that non-cooperative behavior can help compensate integration-related costs.