01902nam a2200181   4500999001900000008004100019100002300060245014300083260000900226300001500235520122300250650003401473650002801507773004501535906002001580942001201600952010801612  c509492d509492190510b           ||||| |||| 00| 0 eng d  aCohen, Galia95369  aCultural fragmentation as a barrier to interagency collaboration: a qualitative examination of Texas Law emforcement officers' perceptions  c2018  ap.886-901.  aPublic management scholars have long speculated on the importance of interagency collaboration among public agencies in the delivery of public services. This study examines barriers to public interagency collaboration in the area of public safety. Interjurisdictional collaboration among law enforcement agencies at all levels has become emblematic of “new governance” models for enhanced public safety delivery. However, such collaborative efforts encounter many challenges. The purpose of this research is to examine the ways in which cultural fragmentation among law enforcement officials constrain interagency collaboration. This study collected information from 45 law enforcement officers and command personnel from 18 different local, state, and federal law enforcement agencies in a large metropolitan area in Texas. Data were gathered through in-depth interviews and focus groups. Analysis of the data revealed three potential dimensions of cultural fragmentation that impede collaborative efforts between agencies and departments: the agency-type dimension, the rank-segment dimension, and the leadership style dimension. Implications for practice and future research are discussed as well. - Reproduced.  aPublic service delivery95370  aPublic management95371  aAmerican Review of Public Administration  aPublic services  2ddccAR  00102ddc40709383432aIIPAbIIPAd2019-05-10h48(8), Nov, 2018: p.886-901.pAR119661r2019-05-10yAR