There is a growing recognition that the study of Organisational learning needs to be considered across three levels of analysis: individual, group, and organisational levels (March, 1991; Nonaka and Takeuchi, 1995; Crossan et al., 1999; 2011). Given the potential of multilevel research to extend the boundaries of the understanding of the field, this thesis aims to address how organisations learn as a multilevel system. The answers to the research inquiry were drawn from both theoretical works and by conducting an empirical investigation. To assist the investigation of the OL phenomenon in multilevel settings, a multilevel model of OL was proposed. The model provides analytical foci by specifying the learning tensions at the individual, group, and organisational levels. The model was employed in a case study of a Vietnamese public organisation, which had successfully undergone a business transformation. Through the contributions of this thesis, the author hopes to spark more interest in multilevel research of OL.