Perez gives the following OE example for this form:. Based on this evidence to be found in the data the theories are that either the modern progressive is a kind of continuation of the locative construction or that, over the course of time, - ing replaced -ende as the suffix marking the progressive form. Scholars even speak of a further possibility, which is that the modern progressive construction is calqued from the Celtic language. Both of which obviously do not display an intention and a movement in time, but the progressive already marks an ongoing action and a movement in space.
Where it does exist as a progressive, it indicates an ongoing action [ Perez, A. Tim Jakobi Author. Add to cart.
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Contents 1. Introduction 2. Modern English 3. Internal vs. Conclusions 6. References 1. Introduction: Grammaticalization is one of the very fuzzy areas in linguistic research and the English go -future certainly is no exception in this field. Old English — The Roots of Go and the Progressive Form: Quite naturally, when inquiring issues in OE one can experience that there is as much shadow as there is light when it comes down to finding a universal and exclusive solution to a linguistic problem due to the very limit of the data available to us.
Perez , p. MED, Vol 7: , cited in Perez , p. In: bank und markt, Fritz Knapp Verlag, S. In: WiSt, 48 , [Artikel]. In: Rethinking Finance, 1 , [Artikel]. Kuhn, D. In: Die Unternehmung, S. In: Economics Letters, Elsevier, S.
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Raudszus, M. Evidence for the Construction Industry. Walter, S. Thamm, C. In: International Journal of Economics, S. Max, C. In: Die Aktiengesellschaft, S. RR, 59, 12 , [Artikel]. Andert, M. Die Aktiengesellschaft. R, 59, 9 , [Artikel]. Ahsen, Anette von ; Fraunhoffer, R.
In: Wellenbrecher auf dem Weg zur Energiewende? Hinrichsen, Anna ; Likholat, D. Gaar, E. Meyer-Gohde, P. Evidence from the construction industry. Six, B. In: Schmalenbach Business Review, S. Drees, F. Meckl, R. Auerbach, C. Deb, A. Adolph, C. Eisenbach, S. Goodfellow, C. Ehry, P. On June 14, , Hans Grohe's new enterprise was officially registered.
Over the next decade, the company founder focused on establishing himself as a supplier of plumbing fixtures and expanded his reach beyond Germany's borders. While still participating in the manufacturing process, Grohe oversaw the operations, took care of the bookkeeping, and traveled widely to win over new customers. His wife and oldest daughter packaged the finished goods. New, larger orders rolled in from wholesalers all around Germany, as well as from the Netherlands, Switzerland, and Italy.
In , Hans Grohe put out his first catalogue of products, and the following year built a new two-story factory, including a warehouse and shipping department, next to the new family residence. By , Hans Grohe employed twelve workers and one office clerk. Within the next four years, the company's work force doubled. With the beginning of World War I, Hansgrohe entered an era of unpredictability and economic volatility that lasted almost four decades.
In , half the company's work force was drafted into the military. All of the company's reserves in raw materials and semi-finished and finished goods were seized by the German government. As more valuable metals such as copper and brass became scarce, the company was forced to use less precious materials such as iron and zinc. Finally, the company was required to actively contribute to the war economy and began manufacturing parts for fuses.
Luckily, Hansgrohe survived the war without any damage and--after the war ended in late resumed pre-war operations. Furthermore, just a year later there were almost twice as many workers employed by the company. However, with the onset of the s, the German market was down and Hans Grohe decided to push exports. He took long sales trips to northern European countries, including Denmark, Sweden, Norway, and Finland, and established new business relationships.
He also connected with potential clients in Switzerland and the Netherlands. Rising exports saved the company from severe financial trouble during the galloping inflation years and In , Hans Grohe hired a traveling salesman who also became the company's export agent. Between and , export sales grew by percent.
In , the company's catalogue was published in English, French, Italian, and Spanish for the first time. One year later, several sales offices were set up abroad and new business contacts made in North Africa, Palestine, and Syria. By November , there were 21 sales agents drumming up business for Hansgrohe in and outside of Germany.
While business was soaring, production capacity had to be expanded constantly. In , a brass foundry was set up at a new site in nearby Alpirsbach. Seven years later, Hansgrohe moved into a newly built three-story factory. The company manufactured such bathroom fixtures as shower heads, spigots, and faucets, along with other metal products, and employed about people. The beginning of World War II in September disrupted the company's development for a second time. Once again, zinc, iron, and other materials had to substitute for copper and brass.
Once again, Hans Grohe lost his reserve stockpiles of raw material to the government. Once again, the company started manufacturing fuses. However, rather than losing half its employees to the military, as happened during World War I, the company's work force grew significantly. Male workers lost to military service were replaced by their wives and daughters.
In addition, the German military administration assigned foreign slave workers to work at Hansgrohe. By , the company's work force had reached After the war ended in , the French military government ordered the dismantling of half the company's machinery. Remaining reserves of zinc and aluminum were also taken away. At the same time, businesses in the French occupation zone had no access to copper and brass imports. Hansgrohe survived the postwar period that ended with the currency reform in with only a modest collection of simple kitchenwares such as aluminum cans, bowls, milk containers, ladles, and strainers.
In the s, Hans Grohe's two sons joined the family business. In , Hans Grohe, Jr. Friedrich Grohe, the company founder's second son from his second marriage, also joined his father's company and introduced new brass die casting technology. However, in , Friedrich left the family business to strike out on his own. Two years later, he took over a business in the Westphalian town Hemer and developed it into another major manufacturer of plumbing fixtures. At the end of , the company was transformed from a sole proprietorship into a general partnership, with Hans Grohe, Sr.
One year later, the legal form was changed into a limited partnership, with Hans Grohe's daughters Helene and Liesel as limited partners.
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Two years later, company founder Hans Grohe, Sr. Both Grohe companies greatly benefited from the postwar construction boom, which significantly increased the demand for kitchen and bathroom fixtures. Since the only problem was how to satisfy the ever-growing demand, the two companies remained on friendly terms. Friedrich Grohe, who had named his company after himself in , and Hans Grohe, Sr.
Two years later, the two Grohe families and some 2, employees celebrated together at a company party in Schiltach. They even began to jointly exhibit their products at major trade shows. However, the sudden death of Hans Grohe, Jr. A few months after Hans Grohe, Jr. To prevent potential problems in the future, the product lines of the two firms were adjusted to minimize direct competition. Hans Grohe focused on drains, shower heads, and shower-handrails; Friedrich Grohe on faucets and hot-and-cold-water mixers.