Honestly what you describe is not dissimilar to how some engineers behaved at e.g. Google around projects and perf process. I'm not sure if they learn it in academia, or if the perf process is inspired by academia, or if it's just... human nature ... to create reward systems that amplify credit-stealing and fame seeking.
But it sucks. And there's whole demographics of people who think it's normal.
I feel it's all rooted in bad leadership. Leaders who don't understand who's actually doing the work hire more folks like them and then there is a chain reaction. Unfortunate, but true, part of most big companies.
The performance review process at e.g. Google explicitly promotes credit and fame seeking. Recognition and "impact", especially cross-team, are called out as critical. You will not advance there without it.
I saw plenty of projects get derailed by this. Technical goals in general take the back seat to presentation goals.
But it sucks. And there's whole demographics of people who think it's normal.