Willis, I give Pernetti credit for Rutgers' invitation to the Big Ten. Did he use some magical talk? No. Did he pull a rabbit out of his hat and convince the B1G to do something they were disinclined to do? No. Did he do anything differently than most ADs in the same position would have done? Probably not. But that doesn't mean that he did nothing and just happened to get a serendipitous phone call one morning.
In my job, I get credit for things that go right under my watch, even if I don't do anything differently than anyone else would in the same situation. The good stuff still happened under my watch, and I still get credit. Likewise, I get blame for bad stuff that happens under my watch. (There are some exceptions. For example, if I worked for an automotive parts supplier, and I lost a lot of business to Volkswagen because of the diesel fraud issue, I probably wouldn't get blamed, since I couldn't have foreseen that scandal.)
So, yes, Pernetti gets credit for the Big Ten invitation. That doesn't mean that he was the sole architect of the invitation, or was the only one in the history of Rutgers who played a part, or did anything differently than someone else in the same job would have done. And it certainly doesn't mean that without Pernetti the B1G would have passed on Rutgers and we'd be stuck in the AAC. But he did more than just answer the phone, and it happened on his watch, so he gets credit.
Likewise, he gets blame for the Rice fiasco. That also happened on his watch, and he could have foreseen some issues with Rice. When Pernetti hired Rice, he knew that Rice had a reputation as a nutjob (it was one of the reasons that Seton Hall passed on him to replace Gonzo), and Pernetti failed to monitor Rice. It happened on his watch; he could have done something in advance to mitigate the problem; he gets the blame.
When you're an executive-level manager in the real world, that's how it works.