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Purpose The purpose of this paper is to provide a framework for guiding social innovation in service (SIS), defined as the creation of novel, scalable and sustainable market based service offerings that solve systemic societal problems. Design/methodology/approach This research provides a review and synthesis of transdisciplinary literatures to establish a basis for the conceptual framework proposed for SIS. Findings It is argued that the primary unit of an SIS is the service firm and that there are micro-, meso-, and macro-level actors and enablers in the ecosystem that can help bring about SIS. Examples from the hospitality and tourism industry are used to demonstrate key points. Practical implications Benefits of an SIS to companies include growth through new markets and innovative value offerings, sustainable supply chains in production, building consumer value and trust in the company/brand, attracting and retaining talent and being proactive in including social and environmental measures of success in customer metrics and company financial reporting. Originality/value This paper contributes to the social innovation and service literature by: offering a new, scientifically supported view of an SIS; providing managers with a framework to guide social innovation within their service firm and for the benefit of their company and its stakeholders; and directing service scholars to research issues necessary to advance SIS.

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Despite the prospective benefits of a revenue management (RM) program, some hotel managers remain concerned that customers perceive RM as being unfair. Studies have shown that offering customers information on a hotel's pricing practices can enhance their perceptions of fairness. To determine how much and what type of information hotels should provide in this context, researchers administered a scenariobased survey to 120 travelers. The study found that giving would-be guests relatively complete information about how a hotel's RM policies operate increases their perception of RM's fairness. The study found that merely letting travelers know that the hotel's rates vary was not enough to improve customers' perceptions of fairness (even with a favorable rate). When respondents were also told that rates varied according to day of the week (with weekend rates being lower), length of stay, and how far in advance the reservation was made, their perceptions of fairness improved significantly.A s a tool for capacity-constrained service firms to manage demand and capacity, revenue management (RM) has been widely accepted in the hotel industry. 1 At the core of RM lies the concept of demand-based variable pricing and optimal inventory control. 2 According to the principles of demand-based variable pricing, hotels offer different room rates to different customers based on the price those customers are willing to pay in relation to when they are making the 444 Cornell Hotel and Restaurant Administration Quarterly NOVEMBER 2005