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Shaped by structural forces of change, banking in emerging markets hasrecently experienced a decline in its traditional activities, leading banks todiversify into new business strategies. This paper examines whether theobserved shift into non-interest based activities improves financialperformance. Using a sample of 714 banks across 14 East-Asian andLatin-American countries over the post 1997-crisis changing structure, we findthat diversification gains are more than offset by the cost of increasedexposure to the non-interest income, specifically by the trading incomevolatility. But this diversification performance's effect is found to be nolinear with risk, and significantly not uniform among banks and across businesslines. An implication of these findings is that banking institutions can reapdiversification benefits as long as they well-studied it depending on theirspecific characteristics, competences and risk levels, and as they choose theright niche.

Revenue diversification in emerging market banks: implications for financial performance