Restructuring Initiatives - Activity and Liability Balances Recorded as part of Global Operations Strategy Initiatives and Reorganization and Reinvestment Initiatives as well as Current Estimated Future Charges Relating Initiatives (Detail) (USD $) In Thousands, unless otherwise specified	12 Months Ended			36 Months Ended	12 Months Ended											19 Months Ended	12 Months Ended
	Dec. 31, 2012	Dec. 31, 2011	Dec. 31, 2011 Global Operations Strategy	Dec. 31, 2012 Global Operations Strategy	Dec. 31, 2013 Global Operations Strategy Workforce Reductions	Dec. 31, 2012 Global Operations Strategy Workforce Reductions	Dec. 31, 2011 Global Operations Strategy Workforce Reductions	Dec. 31, 2013 Global Operations Strategy Transition Costs	Dec. 31, 2012 Global Operations Strategy Transition Costs	Dec. 31, 2011 Global Operations Strategy Transition Costs	Dec. 31, 2013 Global Operations Strategy Asset Write-offs	Dec. 31, 2012 Global Operations Strategy Asset Write-offs	Dec. 31, 2011 Global Operations Strategy Asset Write-offs	Dec. 31, 2012 Reorganization and Reinvestment Initiatives	Dec. 31, 2011 Reorganization and Reinvestment Initiatives	Dec. 31, 2012 Reorganization and Reinvestment Initiatives	Dec. 31, 2013 Reorganization and Reinvestment Initiatives Workforce Reductions	Dec. 31, 2012 Reorganization and Reinvestment Initiatives Workforce Reductions	Dec. 31, 2011 Reorganization and Reinvestment Initiatives Workforce Reductions	Dec. 31, 2013 Global Operations Strategy, Reorganization and Reinvestment Initiatives	Dec. 31, 2012 Global Operations Strategy, Reorganization and Reinvestment Initiatives	Dec. 31, 2011 Global Operations Strategy, Reorganization and Reinvestment Initiatives	Dec. 31, 2013 Cost Reduction Initiatives		Dec. 31, 2012 Cost Reduction Initiatives		Dec. 31, 2013 Cost Reduction Initiatives Workforce Reductions		Dec. 31, 2012 Cost Reduction Initiatives Workforce Reductions		Dec. 31, 2013 Cost Reduction Initiatives Transition Costs		Dec. 31, 2012 Cost Reduction Initiatives Transition Costs		Dec. 31, 2013 Cost Reduction Initiatives Asset Write-offs		Dec. 31, 2012 Cost Reduction Initiatives Asset Write-offs
Restructuring Cost and Reserve [Line Items]
Restructuring payable, Beginning balance					$ 136	$ 1,219	$ 3,268	$ 0	$ 55	$ 384	$ 0	$ 0	$ 0				$ 53	$ 5,357	$ 0	$ 189	$ 6,631	$ 3,652	$ 5,122				$ 4,531				$ 591				$ 0
Charges to cost and expense	55,073	41,009	24,680	39,419		(98)	4,702		21	17,527		0	2,451	1,012	16,329	17,341		1,012	16,329		935	41,009	16,556	[1]	54,061	[2]	2,977	[1]	14,506	[2]	8,777	[1]	6,719	[2]	4,802	[1]	32,836	[2]
Non-cash items							0			0			(2,451)						(2,126)			(4,577)	(9,932)		(37,595)		0		(448)		(5,130)		(4,311)		(4,802)		(32,836)
Cash payments					(136)	(985)	(6,751)	0	(76)	(17,856)	0	0	0				(53)	(6,316)	(8,846)	(189)	(7,377)	(33,453)	(8,439)		(11,344)		(6,702)		(9,527)		(1,737)		(1,817)		0		0
Restructuring payable balance, Ending Balance					$ 0	$ 136	$ 1,219	$ 0	$ 0	$ 55	$ 0	$ 0	$ 0				$ 0	$ 53	$ 5,357	$ 0	$ 189	$ 6,631	$ 3,307		$ 5,122		$ 806		$ 4,531		$ 2,501		$ 591		$ 0		$ 0

[1] The pre-tax charges for the year ended December 31, 2013 included the following:•$2,977,000 in continued costs associated with workforce reductions, in addition to $4,459,000 in other transition costs;•$5,579,000 for the write down of assets and exit costs associated with the reorganization of golf ball manufacturing (see Note 10); and•$3,541,000 associated with the transition of the Company's golf apparel, golf footwear and integrated device businesses in the U.S. and Europe to a third-party licensing arrangement.

[2] The pre-tax charges for the year ended December 31, 2012 included the following: •$14,506,000 in workforce reductions, in addition to $2,965,000 in other transition costs;•$5,810,000 primarily related to the write-off of inventory and long-lived assets in connection with the Company's decision to transition its golf apparel and golf footwear businesses in the U.S. to a third-party licensing arrangement; •$6,976,000 to write-off inventory related to the Company's decision to transition its integrated device business to a third-party based model, $4,345,000 to write-off property, plant and equipment related to uPro devices, and an impairment charge of $5,156,000 related to intangible assets and goodwill related to the uPlay, LLC acquisition (see Note 8); and•$14,303,000 related to the reorganization of the Company’s golf ball manufacturing supply chain.