eikenberry parent
In my experience this is mostly big-company vs. small company cultural differences due almost strictly to size and scaling. Small companies work best when individuals have ownership and large companies with team based ownership. They attract culturally like-minded people.
The highest-agency, highest-ownership team I worked on was at Target of all places. (To be fair, it was not a typical team for the company!) The VP who made that work learned that style of leadership from a decade in Strats at Goldman. Both are pretty big as companies go!
On the flip side, I've seen early-stage startups and scale-ups where engineers did not have real ownership. It's easy to get into a situation where an individual engineer "owns" a specific part of a startup... but can't make any real decisions on it because the founders want to dictate work at a week-to-week level or something.
It's a function of culture, not scale.
I think the cultures naturally change with scale. Is isn't a requirement, just a tendency. At least from my personal experiences, friends and read over the years this seems like a good general heuristic. I personally use it as a primary rule for job seeking, I ignore any company over ~500 people. Once they are bigger than that and their culture seems to start naturally evolving to the same stance of people being interchangeable cogs that have no worth as an individual. This naturally leads to team ownership as there is no one else.