I'd also add Flying Blind by Peter Robinson, a book written specifically about the demise of Boeing's culture and how it translated into the 737 Max disaster.
Out-Sourced Profits: The Cornerstone of Successful Subcontracting by L. J. Hart-Smith, an engineer at Boeing's Phantom Works unit during that transition period, was a internal paper that walks through one of the many disputes between Boeing and Douglas/GE culture and derives why the Boeing way was correct.
In the J&J case, the subsidiary had the right to draw at least ~$60B in order to pay off future lawsuits if the initial subsidiary's assets ran out, so there was never any real risk that it would leave suitholders unpaid. The switch into bankruptcy court is a way to arbitrate and organize the lawsuits, which was overturned because given the right to draw money from the J&J parent co the subsidiary wasn't actually at risk of bankruptcy.
Caltech grad here. Having worked with a couple of MIT newgrads just after graduation, I think the biggest contributor to the difference in attitudes is the degree to which Caltech undergrads are isolated from the world during undergrad.
At Caltech, you pretty much never interact with any source of external validation. Because the graduating class size is only ~250, most companies don't actively recruit you so you never get the feeling that your skillset is in demand; the few companies that do, are often highly specialized or excessively selective so you're either a poor fit if you lack the specialization or you come to believe that the hiring standards are a lot higher worldwide than they are. As someone in startups, it feels like VC firms actively thirst after MIT students during undergrad to establish relationships with the students there, but pretty much no student at Caltech will ever interact with a VC prior to graduation. While Caltech may be reputable among a certain demographic, it's likely your extended family, especially if you're an immigrant, hasn't heard of the school or it's reputation. And even despite it's location in the SoCal Research triangle, most students basically never leave campus or interact with the broader LA community or even Pasadena.
The end result is that with no external sources of feedback to inflate your self-worth, you end up measuring yourself within the institute, which is among the smartest collections of people in the world. There's pretty much no way to come out of that measurement process without being humbled. A lot of Caltech newgrads entering into the workplace lack the "arrogance", because it's the first time they're getting feedback to help them realize that actually they're not dumb.
Out-Sourced Profits: The Cornerstone of Successful Subcontracting by L. J. Hart-Smith, an engineer at Boeing's Phantom Works unit during that transition period, was a internal paper that walks through one of the many disputes between Boeing and Douglas/GE culture and derives why the Boeing way was correct.