This study examines transitions between different types of product development collaboration in supplier–
customer settings, the events that trigger such transitions, and the emerging requirements for suppliers.
The current study contributes to the literature regarding supplier and customer involvement by combining
previously discovered types of collaboration into a dynamic model that describes these different types as alternative
modes of collaboration that can be implemented in a relationship. Transitions between different types of
collaboration are identified in a longitudinal case study. Three of the four transitions identified took place in the
same dyad, which demonstrates that it is possible to change the type of collaboration without losing the advantages
of a long-term relationship with a customer. The most radical change in collaboration—the change from
supplier involvement to customer involvement—involved temporarily discontinuing the original relationship,
which indicates that this transition incorporates the highest risk of relationship termination. By offering a dynamic
model for product development collaboration, this study is the first to analyze changes between different
types of customer–supplier product development collaboration from a supplier's perspective. The dynamic view
is important for companies seeking to take advantage of their long-term relationships instead of starting new
ones when new requirements for product development collaboration emerge