A check-in meeting is still a collaboration tool (the phrase I used), so... yes? But I get the sense you're using these words differently from their normal meaning, so it's possible that in some jargon-sense they're not, because a check-in meeting can't be a collaboration tool because those have strictly exclusionary definitions, or something. But under ordinary usage of the terms, yes, sure, a check-in meeting's probably usually a collaboration tool. I don't even know how it wouldn't be, except, again, maybe under some "house" usage of the terms, or if the meeting's gone pathological and is just a zombie-meeting serving no purpose at all.
My main point is that the meeting should chiefly be for the team doing the work. They're the ones whose collaboration (yes!) should be served by the meeting. If the meeting's a bunch of people taking turns saying stuff the rest of the team already knows, or doesn't need to know, to turn it into a status report for a manager, that's a shitty standup for a bunch of reasons. If a manager's basing fire/raise/promote decisions off data gathered in standups, people are gonna avoid saying things they ought to, and say tons of shit (maybe even true shit! Not necessarily lies) that no-one but the data-collecting manager needed or wanted to hear. Those kinds of practices tend to change standups to make them far less useful to the team. The useful-to-the-team communication that the standup's supposed to encourage will instead happen elsewhere, or even not at all.
That is how you get standups that the ICs dread and derive no value from. It's how you get people half-sleeping the whole time except when they have to talk. It's (part of) how you get half-hour standups. It's a big step down the path to the agile-as-micromanagement thing that's much of the reason so many people hate agile, as it exists in the wild.
I see what you are saying though, I think my definition of 'collaboration' didn't immediately translate into your head. When I think of check-in, I just think of taking attendance. Who is at work today? In two or three sentences, what are you working on today? This way, the PM knows who has a little bit more slack in their day, and who can be assigned to triage a bug that pops out of nowhere, for example. I work at a smaller company, where product engineering goes hand in hand with fixing bugs. They aren't different teams.
'Collaboration' implies some sort of positive activity, that creates or generates something, whereas I think of a standup as simple a check-in exercise that provides a mechanism for people to notify someone 'hey, I need to discuss this with you, let's stay on after the call'.
My definitions are my own though, and probably pretty weird. I've tried to internalize the spirit of Agile, and through that internalization my main conclusion with a standup is that it's just a way to check in, and springboard into deeper triage conversations while allowing product management to understand what is being worked on.
My main point is that the meeting should chiefly be for the team doing the work. They're the ones whose collaboration (yes!) should be served by the meeting. If the meeting's a bunch of people taking turns saying stuff the rest of the team already knows, or doesn't need to know, to turn it into a status report for a manager, that's a shitty standup for a bunch of reasons. If a manager's basing fire/raise/promote decisions off data gathered in standups, people are gonna avoid saying things they ought to, and say tons of shit (maybe even true shit! Not necessarily lies) that no-one but the data-collecting manager needed or wanted to hear. Those kinds of practices tend to change standups to make them far less useful to the team. The useful-to-the-team communication that the standup's supposed to encourage will instead happen elsewhere, or even not at all.
That is how you get standups that the ICs dread and derive no value from. It's how you get people half-sleeping the whole time except when they have to talk. It's (part of) how you get half-hour standups. It's a big step down the path to the agile-as-micromanagement thing that's much of the reason so many people hate agile, as it exists in the wild.