During healthy economic/financial times, credit growth often happens without proper provisioning. This is due to a managerial myopia that underestimates the risks underlying an expansive lending policy, leading to lower profitability in following years. However, given the countercyclicality of credit standards, this effect shouldn’t occur during harsh times. In this paper, we analyse the relationship between abnormal credit growth and bank profitability during a crisis period. In particular, we test the hypothesis that during a crisis, abnormal credit growth improves bank profitability, given the need for higher, or at least stable, credit standards. We find support for this assumption using a sample of 101 large European banks observed during the recent crisis period. Results are robust to different robustness checks.
During the recent financial crisis, bank profitability has become an element of strong concern for regulators and policymakers; in fact both self-financing strategies and capital increases -necessary to provide higher level of capitalization -rely on the ability of a bank to generate profits. However, the determinants of bank profitability, that seemed to be unequivocally identified by previous literature, appear to have changed under the effect of regulatory and competitive dynamics. We test this hypothesis on commercial, cooperative and saving banks, employing a random effect panel regression on a dataset comprising bank-level data and macroeconomic information (covering the period 2006-2013) for 9 countries of the Euro area. Our findings suggest that, after a period of "irrational exuberance" in which credit growth and high leverage were seen as proper and fast ways to boost profitability, a sound financial structure and a wiser and objective credit portfolio management have become the main drivers to ensure higher returns.
A close relationship with customers, mainly achieved through the opening of local branches, has long been a fundamental key to competitive advantage in the banking sector. Financial innovation, changes in customer behavior and competitive dynamics have transformed this relationship over time, leading to the closure of numerous branches. This work explores the determinants of branch evolution in an advanced and notoriously bank-centric country (Italy) using NUTS 3 panel data over the 2000-2016 time-span. Results show how - in general - demographic, industrial and economic variables explain the dynamics of banks’ branch location strategy. However, more heterogeneous evidence emerges when North and South Italy are taken into consideration separately suggesting that territorial and regional dimension might play a role even in the banking sector.
The Covid-19 – Coronavirus pandemic has rapidly spread around the world, demanding for social distancing measures as a strategy to soften contagion. Whereas social closeness proves dangerous, financial proximity is increasingly needed and can be guaranteed by FinTechs or applications, like digital platforms. Networking platforms may be represented by bridging nodes like Mobile banking (M-banking) hotspots. M-banking and FinTech applications are fully consistent with distancing prescriptions and ease financial inclusion, allowing for 24/7 operativity. This study proposes an innovative interpretation of the networking properties of digital platforms and M-banking that represent a new – virtual – stakeholder, showing how they improve corporate governance interactions. Due to their scalability, platforms foster cooperative value co-creating patterns, with deep albeit still under-investigated governance implications. Network governance is a novel approach to describe the stakeholders’ ecosystem, and its value-adding physical and virtual interactions. The paper shows how to match virtual financial proximity with apparently contradicting social distancing. This study represents an advance in the literature, as it investigates about its smart (digital) extensions that can represent a shield against pandemic adversities, reducing transaction costs, and information asymmetries.
Banks have been revising their business models since the financial crisis, diversifying income sources to pursue profitability and stability in a rapidly evolving environment. The effectiveness of this strategy is still debated. We investigate if revenue diversification of 1250 EU and US banks improved performance or its stability between 2008 and 2016. We adopt a broad econometric approach and define diversification as the share of non-interest revenue and the HH index of the net operating income. We find that diversification is not clearly associated with performance or its volatility, that benefits change remarkably over time and, where present, show significant variability. Our results support recent evidence on the limitations of diversification in banking, raising potential concerns on converging supervisory practices and general calls for revenue diversity. The variability of business models and the impacts of different economic and institutional environments matter.
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