Abstract
International project management can largely depend on the initial parameters that international companies face when entering to new and unknown markets. Observing and using local knowledge in early stages of project development can minimize potential risks. This paper thus presents an example of the impact of perceiving or disregarding local knowledge during project implementation, as well as during the trial period of Regional Waste Management Centre (RWMC), executed by the international joint venture, in regards to the impact on the efficiency and effectiveness of the project cycle per Contractor. Through a causal loop diagram (CLD) the study shows that local knowledge should be an integral within the project implementation adding its success. This is mainly shown trough the parameters capability to enhance the reinforcing dominance of the system in a positive direction. By doing so a base of local knowledge can be formed whose inclusion or elimination from the project has direct influence of the overall success of said project. The data collected and analysed within this study, thus shows applicability to a new international project and serves as an inspiration for future project developments.
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